RESTAURANT FACILITIES 
SHIPYARD WORKERS 



Bv 



FREDERICK S. CRUM 




PUBLISHED BY 

THE INDUSTRIAL SERVICE SECTION 

EMERGENCY FLEET CORPORATION 
WASHINGTON, D. C. 

1918 



WASHINGTON 

GOVERNMENT PRINTING OFFICE 

1918 



RESTAURANT FACILITIES 

FOR 

SHIPYARD WORKERS 



"The provision of proper meals for the workers is, indeed, an indis- 
pensable condition for the maintenance of output on which our fighting 
forces depend, not only for victor}-, but for their very hves." (The 
Times, London, September 25, 1916.) 

"Not only is the health of the employees better as a result of these 
provisions, but engagement by the firm becomes more attractive and the 
range of a selection amongst applicants for employment is greatly extended, 
and the filling of vacancies when vacancies occur, or at times when the staff 
is being increased, present fewer difficulties. Enlightened self-interest 
and consideration in these and other details for the advantage of the 
employees is the keystone of successful management." (Sir William Lever, 
September 26, 1916.) 



PREPARED BY 

FREDERICK S. CRUM 




PUBLISHED BY 

THE INDUSTRIAL SERVICE SECTION 

EMERGENCY FLEET CORPORATION, 

WASHINGTON, D. C. 
1918 



$ 



WASHINGTON 

GOVERNMENT PRINTING OFFICE 

1918 






D," of B. 
NOV 9 )t18 



FOREWORD, 



Cooperation has been sought from various sources in the preparation of this 
pamphlet and in every instance it has been given willingly and proniptly. Special 
acknowledgment is made of the loan of plans of cafeterias, the originals of which 
must in most cases have been made at considerable expense. The names of these 
generous contributors are given on the copies of the plans and drawings presented 
herein. These copies and adaptations, with most of the annotations accompanying 
them, have been made by Mr. Walter De Mordaunt, architect, attached to the 
Statistical Section of the Emergency Fleet Corporation. 

The section on health and sanitation has been prepared under the direction 
of Lieut. Col. P. S. Doane, M. C.„ N. A., director of the Health and Sanitation 
Section, Industrial Relations Group, Emergency Fleet Corporation. 

The section on lunch-room accounting has been prepared by Mr. Gordon Wilson, 
general auditor of the Emergency Fleet Corporation. 

It is hoped that this pamplilet may be found useful in the promotion of better 
restaurant facilities in American sliipyards. If this object is attained, we are 
confident that the vast shipbuilding program wiU be materially hastened, and the 
reasons for this opinion are set forth in considerable detail in the following pages. 

A wide and varied industrial experience is justification for the hope and belief 
that shipyard restraurants, cafeterias, and lunch rooms properly constructed, 
equipped," and managed will add health and strength to the shipbuilders and bind 
employers and employees more closely together in an invincible unit for the single 
purpose — to speed the huilding of ships. 

Meyer Bloomfield. 



CONTENTS. 



The advantages of adequate restaurant facilities in or near American shipyards 5 

American experience 5 

British experience 6 

Need for better restaurant facilities in American shipyards 7 

Shown by extracts from questionnaires 7 

And from sanitary surveys ._ 8 

Successful cafeterias and restaurants in American shipyards 9 

Construction of Iiuildings for shipyard restaurants and mess halls 11 

Plans, details, and notes from American experience 11 

British experience 24 

A new method of cheap construction 26 

Summary 29 

Restaurant equipment 30 

Cooking apparatus 30 

Catering equipment - 31 

List of representative American makers of and dealers in restaurant equipment 35 

Sanitation and hygiene 36 

Site, lighting, and ventilation of buildings 36 

Refrigerators 36 

Quality of food 36 

Personal health and hygiene of restaurant employees 37 

Lavatories and wash rooms 37 

Care and disposal of kitchen garbage and refuse 38 

Screening ao:ainst flies and mosquitoes 38 

Restaurant inspection with aid of score card 38 

Menus 40 

Food essentials 40 

Need of good quality and variety in dietaries 41 

Conformity to Food Administration requirements 42 

Menus — 

From Cornell University Military School of Aeronautics, Ithaca, N. Y 43 

From Submarine Boat Corporation, Newark, N.J 45 

Prom Hog Island, Philadelphia, Pa 45 

From Westinghouse Lamp Works, Watsessing, N.J 45 

From Hvatt Roller Bearing Co., llarrison, N.J 46 

From Ainerican Sheet & Tin Plate Co., Pittsburgh, Pa 46 

From Bureau of Engraving and Printing, Washington , D. C 47 

Administration and management 48, 50 

Cafeteria versus other plans 48 

Management 48 

Staff 49 

Undesirability of serving lunches in workrooms 51 

Importance of attractive dining and mess halls 52 

Cost of food to worker 52 

Methods of payment 52 

Summary of essential factors in a successful cafeteria 53 

Limcli room accounting 54 

Bibliography 63 



ILLUSTRATIONS. 



Opposite page— 

(1) A dining room, Submarine Boat Corporation, Newark, N. J., May, 1918 4 

(2) Cafeteria counter. Merchant Shipbuilding Corporation. Bristol, Pa., June, 1918 9 

h) Kitchen and equipment. Submarine Boat Corporation, Newark, N. J., Mav, 1918 30 

(4^ Lunch counter. American Sheet & Tin Plate Co., Pittsburgh. Pa., June, 1918 52 



4 



THE ADVANTAGES OF ADEQUATE RESTAURANT 
FACILITIES IN OR NEAR AMERICAN SHIPYARDS. 



Extensive and careful surveys and inquiries prove indisputably that in the 
majority of the shipbuilding plants operating in the United States there is urgent 
need for more adequate restaurant and lunch room facilities. This pamplJet has 
been prepared primarily for the purpose of presenting helpful suggestions to such 
managers of shipbuilding plants as have already realized the importance and 
urgency of this need. The broader purpose of the pamplilet is to so stress the good 
results obtainable from proper and adequate eating places in or near the shipyards 
that many other managers wiU undertake the task of making such provision. 

VALUE OF COMPANY CAFETERIAS AND RESTAURANTS. 

The value of the company restaurant had been demonstrated again and again 
botli in this country and abroad long before the beginning of the present world-wide 
conflict. The great war has not only given further proof of this value, but it has 
emphasized the urgent necessity for a wide extension of this particular form of 
industrial welfare activity. The English experience bears eloquent tribute to the 
truth of these statements, and the reports of the Health of Munition Workers Com- 
mittee on Industrial Canteens should be read by all who may have any doubts on 
the subject. 

In this country many successful company restaurants and cafeterias were in 
operation long before the outbreak of the war, and their success had been attested 
not merely by the fact that they were financially self-sustaining but, and this is of 
even greater importance, because they had contributed directlj^ to the improvment of 
the health and the industrial efficiency of the workers. Many employers had found 
that it pays ■' in actual dollars and cents to supply a wholesome, nourishing meal to 
an underfed employee." They had discovered that "an anasmic industrial army is 
predestined to retreat and defeat" for the efficiency of such an army is just as 
dependent upon the quality and quantity of its food supply as is a military army. 
No commander by word or act has yet successfully denied the tnith of Napoleon's 
declaration that a military army moves forward on its stomach. 

AMERICAN TESTIMONIALS IN FAVOR OF COMPANY RESTAURANTS. 

The Metropolitan Life Insurance Co. has operated a company lunch room for 
its employees for several years and reports that " the clerks, printers, and mechanics 
were immediately benefited by this addition to their midday meal. Their health was 
improved; the quality of their work was bettered; and the success of the experiment 
was so great that an extension of the service was unhesitatingly undertaken." 

The president of the National Cash Register Co., Mr. John H. Patterson, has 
stated that the fu'st small experiment of that company in attempting to solve the 
food problem gave such noticeable and immediate results that the extension of the 
experiment was at once provided for and was carried on to its present notable 
proportions. 

6 



6 RESTAURANT FACILITIES FOR SHIPYARD WORKERS. 

Tho National Biscuit Co. of New York considers that its restaurant has proved 
an excellent investment because of "general improvement in the health of its 
workers." 

The American Sheet & Tin Plate Co. of Pittsburgh now operates ten res- 
taurants in their various works. These restaurants are of the cafeteria tj-pe, are 
open 24 hours per day, are patronized by from 60 to 75 per cent of the employees 
and, after considerable experience, this company believes "that by having restau- 
rants where wholesome hot meals, prepared under sanitary conditions, can be 
obtained at reasonable prices, the workmen are kept more healthy and contented." 
The Illinois Steel Company believes that the restaurant facilities provided for its 
men have had a marked and favorable effect upon the accident record. The con- 
ditions previous to the installation of such faciUties are described as follows: 

The men rushed from the plant to the saloon and hurriedly swallowed the had lunohes and the worse 
drinks and then rushed liack to their- work. Some men did thLs from choice and others, particularly 
the new employees who had not as yet found boarding places, did it from necessity. Regardles^s of 
whether it was done from necessity or choice, the result of the Ijad lunches and drinks was reflected in 
production and in the accident record. Investigation of a large lumiber of accidents proved beyond 
any question of doubt that the cause was directly tracealile to these lunches and drinks. 

At Joliet we are thoroughly convinced that the lunch room has been of material benefit in our acci- 
dent-prevention campaign, has increased efficiency and has minimized time lost through sickness. It is 
so well thought of by the Illinois Steel Co. and the United States Steel Corporation that, in addition to 
the one at Joliet works, we have three plant lunch rooms in operation at our Soutli Chicago works and 
one is under construction at our Gary works. (Extracts from Illinois Steel Co.'s letter of Apr. 2, 1918.) 
Tlie following quotation confirms the experience of the Illinois Steel Company: 

Lunch rooms, like emergency hospitals, belong probalily among the more essenlial features of indus- 
trial betterment, for while the provision of recreational facilities of different kinds tends to promote 
good fellowship and interest in the place of employment, these facilities do not have as direct a bearing 
on the health of the workers as the opportunity to secure a warm and wholesome meal at a cost 
which puts it within the reach of all. ("Lunch Rooms for Employees," by .\nice L. ^^^litney, Monthly 
Review of the LI. S. Bureau of Labor Statistics, Decemljer, 1917, p. 207.) 

THE EXPERIENCE OF ENGLAND WITH INDUSTRIAL CANTEENS HAS BEEN 
EXCEPTIONAXLY SATISFACTORY. 

The industrial canteen has played an important part in England's war activities. 
''I am delighted to see these canteens springing up throughout our workshops," 
said Mr. Lloyd George, in February, 1916. They make an enormous difference. 
That men should get their meals, not in the old, squalid, uncomfortable conditions, 
but in conditions which are in themselves attractive and healthful — is better for the 
workingman and for those who are in charge." 

The following testimony by a committee specially charged by the minister of 
munitions to report upon industrial canteens was presented in 1915, and it has 
subsequently been reiterated many times, for this welfare institution has proved 
itself of inestimable value as the need for industrial efficiency has become more 
and more urgent in that country. 

The committee have been imjjressed with the concensus of opinion which they have recei\ed as to 
the siibstantial advantages both to employers and workers following the establishment of an effective 
and well-managed canteen. These benefits have been direct and indirect, .\mong the former has lieen 
a marked improvement in the health and physical condition of the workers, a reduction in sickness, 
less aljsence and liroken time, less tendency to alcoholism, and an increased efficiency and output; 
among the latter has been a saving of the time of the workman, a salutary though brief change from the 
workshop, greater contentment, and a better midday ventilation of the worksho]!. The committee 
are satisfied that the evidence of these results is substantial, indisputable, and widespread. In the 
isolated cases where the canteen has failed it has been evident thai its failure has been due to exceptional 



BESTAURANT FACILITIES FOB SHIPYAED WORKERS. 7 

circumstances, misuse by the workers or mismanagement. In almost all large works the committee 
find that there is a body of men or women (averaging at least 25 ])er cent) who in the interest of physical 
health and vigor need canteen provision at the factory. They are convinced that this group of ill-fed 
workers accounts in a large degree for such inefficiency as exists, and that its energy and output is reduced 
in the absence of suitable feeding arrangements. The committee have been impressed not only with 
the improved nutrition manifested by the users of the canteen, but by a lessened tendency to excessive 
consumption of alcohol, liy the prevalence of the spirit of harmony and contentment engendered, and 
by an increase in efficiency." ("Health of Munition Workers Committee Report on Industrial Canteens, 
pp. 6-7, London, 1915.) 

This same committee summed up the benefits resulting from the estabUshment 
of industrial canteens as follows: 

DIRECT BENEFIT.S. INDIKECT BKNEPITS. 

1. Marked improvement in health of worker. 1. Saving time of worker. 

2. Less sickness. 2. Salutai^y change from workshop. 

3. Less absence and Ijroken time. :?. Greater contentment of worker. 

4. Less tendency to alcoholism. 1. Better midday ventilation of workshop. 

0. Increased efficiency and outj)ut. 5. Increase of recreation and games in spare time. 

(Handljook. Ilealth of the Munition Worker, p. 70, London, 1917.) 

A large amount of additional evidence is readily available which could be 
drawn upon to further clinch the argument in favor of industrial canteens, but 
probably enough has been ^iven to convince any reasonable person that good food, 
well prepared, served under sanitary conditions, in an attractive way and at 
reasonable cost is almost certain to prove of great value both in speeding production 
and in keeping the workers in good health. 

NEED FOR BETTER RESTAURANT FACILITIES IN AMERICAN SHIPYARDS. 

The urgent need for better restaurant and lunch room facilities in the ship- 
yards can, perhaps, be best illustrated by extracts from several of the replies to a 
cmestionnaire recently sent out by the Division of Passenger Transportation aud 
Housmg of the Emergency Fleet Corporation. The following excerpts are only a 
few of the many similar statements made in these replies: 

The town po.ssesses no restaurants or cafeterias, but several small lunch rooms have recently been 
established. Complaints from our various employees bring out the fact that the lunch rooms and the 
manner of obtaining food are very unsatisfactory and inadequate. 

Boarding houses and restaurants are scarce, very inadequate, aud poor. 

One private restaurant is available to accommodate 1,000 men. This is not satisfactory, the food 
is not well served, and the company (shipyard) has had numerous complaints about tlie quality of the 
food. 

There are only a limited number of satisfactory boarding houses available. There are no restau- 
rants or lunch rooms. 

At present there are no reataurant facilities available near the yard. 

There are many private boarding houses accessible to the shipyard, but they are inadequate and 
unsatisfactory. The majority are second-class jilaces. The food and sanitary conditions are very 
questionable. 

Restaurants are few, inadequate, and unsatisfactory. Most are operated by Greeks. The food is 
not well selected, cooked, or served. 

The available restaurants are privately managed. They are inadequate, unsatisfactory, and un- 
clean. The food is poorly cooked and poorly served. 

There are no restaurants in the village. The company (shipyard) is at present operating four 
boarding houses. 



8 RESTAURANT PAC1F.ITIES FOR SHIET;'ARD WORKERS. 

The available restaurauts are unsatisfartorv and the prices are too high. The colored laborers get 
food from "food peddlers." One-half the white laborers bring their lunclies and the remainder go 
home at noon for lunch. 

There are no available restaurants, but se\eral bakeries, two lunch wagons, and a few boarding 
houses. 

There are no restaurants or cafeterias near yard. 

The only near-by restaiu-ants are two undesirable saloon boarding bouses. 

Boarding houses and restaurants are poor and 20 minutes distant. Badly in need of bettor arrange- 
ments. 

The local restaurants are mainly run by Greeks and are uninviting. The>- are none too clean and 
the food is poorly cooked. The majority of the workers carry lunches. 

The restaurants are privately managed and too small. They are fairly clean, but the food is ]>oorh' 
cooked. 

There are several private boarding houses and one cafeteria near the yard. These are unsatisfac- 
tory inasmuch as the board is too expensive. 

If any further proof is wanted that many of the shipyards are in urgent need 
of better restaurant and hmch room facihties'than are now available, such proof is 
furnished in the following brief extracts from many detailed reports of the sani- 
tary inspectors of the Health and Sanitation Section of the Emergency Fleet 
Corporation : 

Restaurants are in connection \vith saloons, as a rule. 

Most of the men bring their lunches and eat in the shoi)s as indicated by debris and papers. Tliiw 
condition should be corrected. 

No provision has been made in or near the shops for eatiug, so the men bring their lunches and eat 
in the shops or patronize near-by saloons and restaurants. 

There is one lunch room with accommodations for about fO men in the yard. There are numerous 
saloons and restaurants fairly close at hand. 

Restaurants and kitchens in a very dirty condition. Food of poor grade and poorly prepared. 
Tableware and linen dirty; in fact, general lack of care or e\'en slightest attention to the use of soap and 
water. 

Because of lack of proper supervision and evident disagreement between the se\eral peo]iU' who 
are interested in the restaurant, the premises are in a filthy condition. 

Restaurants and other eating places are entirely lacking. The only eating place near the >'ard 
was a small lunch room for the watchmen. 

There is no pro\-ision for eating and little open space. 'I'he men eat in the shops, which re.sults in 
untidy and unsanitary condition of the floors. 

A WITNESS FROM THE PACIFIC COAST. 

The following excerpts from a recent letter written by the master of a Coast 
Artillery boat operating on the Pacific coast give a vivid portrayal of a specific 
instance where there is urgent need for restaurant or canteen facilities for the 
shipbuilders. 

While my vessel was laid up for repairs a short time ago at a local shipyard some conditions came 
to my attention which I believe greatly impedes the speeding up of shipbuilding, so essential for us to 
win the war. 

My crew were feeling and working well all the morning. At noon they knocked off for lunch and 
not much was accomplished during the remainder of the day. I investigated, and found that they had 
gone outside the yard gate and bought some food fr<mi hucksters, none other being obtainable near at 
hand, the yard being a mile from town. 

The shipyard employs over 5,000 highly jiaid men. Huckster wagons gather in large numbers 
outside the gate at the noon hour; they are under no jtirisdiction, and what they purvey is something 
awful — food unfit for human consumption and handled under the most unsanitary conditions. The 



RESTAURANT FACILITIES FOR SHIPYARD WORKERS. 9 

workmen often pay dearly in the long run on account of sickness, which in turn causes lay-offs with 
loss of high pay. The Government suffers much more not only by the loss of the man's work, but also 
by loss of "pep " in hundreds of men who, like mine, become indisposed if not wholly incapacitated as 
the direct result of the food. 

The conditions here so vividly described are quite common not only on the 
Pacific coast but also on the Atlantic and Gulf coasts, on the Great Lakes, and 
elsewhere. 

The foregoing statements would appear to supply ample proof that improve- 
ments in restaurant facilities are highly to be desired in many, if not most, of the 
American shipyards. Inasmuch as the evidence is universal and overwhelming 
that adequate restaurants and lunch rooms result in "an immediate improvement 
in physique, a marked increase in productive efficiency, and an improvement in 
personal relations throughout the shop," '■ there is good reason to believe that 
the industrial canteen will soon become as universally indispensable and popular 
with the employers and employees of our American shipyards as it is with the 
munition workei's of England and with a lar^e number and variety of industrial 
and commercial plants and companies in the United States. 

SUCCESSFUL CAFETERIAS AND RESTAURANTS IN AMERICAN SHIPYARDS. 

It is distinctly encouraging to note that several shipbuilding companies have 
already completed plans for cafeteria and other modern restaurant and lunch room 
facilities; many other companies have announced that it is their intention to build, 
equip, and operate plant restaurants in the near future; and quite a few companies 
already have such facilities in or near their yards, some of which appear to be above 
criticism. The following excerpts from recent reports by sanitary engineers of the 
Health and Sanitation Department of the Emergency Fleet Corporation indicate 
very clearly that the industrial canteen is rapidly gaining favor in our American 
shipyards: 

There is a large dining room and cafeteria conveniently furnishing meals to 250 men at a sitting. 
All kitchen appoiiitments are of the best, the food is clean, appetizing, and well served._ For .30 cents 
a man can eat his fill, or he can bring his own lunch and get coffee or soup at reasonable prices. Another 
smaller lunch room is provided for men bringing their own food. The arrangement is a splendid one 
in every particular. 

The restaurant and cafeteria will seat 750 men and is equipped in the finest manner possible. It 
recently received a mark of 98 per cent perfect from the city inspector in matters of sanitation, food 
handling, and supply. Prices are very low, and this room is available for men bringing theii' lunches 
as well as for those who wish to buy meals. 

A very comfortable lunch room is maintained at which hot food can be obtained at reasonable 
prices; also candy, tobacco, and small supplies of various kinds. Men bringing lunch pails are pro- 
\'ided with a steam rack for keeping the lunch warm. Food supplies are of the best, the kitchen arrange- 
ments are thoroughly sanitary, and constant inspection maintains this standard. 

Construction of a splendid eating place is under way. There will be accommodation for 500 at the 
start, with room for expansion. Good meals will be served at cost, under the most modern and sanitary 
conditions. 

The company conducts a restaurant in the yard. It is comfortable and well arranged — kitchen and 
dining room for 200 men. It is well lighted and ventilated, completely screened, and generally in 
good condition. Government-inspected meat is used, Good refrigerators are installed and they are 
cleaned daily. Meals are served at 25 cents. 

The company conducts a restaurant within the yards for the accommodation of the workers. It 
has a cooking and seating capacity of from 450 to 500 men. The restaurant is well equipped and appears 
to be well conducted. The price charii;ed for breakfast and supper is 30 cents and 35 cents for dinner. 

The American International Shipbuilding Corporation has planned and par- 
tially completed quite elaborate restaiu-ant facihties for its extensive plant at Hog 

' The Problem of Physical Efficiency in the Shipyards, by L. Erskine, p. 9. 
606G1— 18 2 



10 RESTAURANT FACILITIES FOR SHIPYARD WORKERS. 

Island, Philadelphia. When completed, facilities will be available for the feed- 
ing of 40,000 or more employees, and the residts already achieved indicate that 
the restaurant pi'oject there v>'ill be given the prominence and careful attention 
which its importance warrants. 

The Submarine Boat Corporation at Newark, N. J., also has already completed 
quite extensive restaurant facilities which are being rapidly expanded in accordance 
with plans that have been drawn for buildings and equipment to accommodate 
some 15,000 or more employees. The following extracts from a recent letter by 
the general manager of the corporation are worth quoting as an indication of the 
importance that this shipbuilding company attaches to an industrial canteen: 

(Extracts from letter written by the general manager, Submarine Boat Corporation, Mar. 28, 1918.] 

The feeding svBtem is run strictly along company lines, the food being sold at cost of material and 
labor, but excluding rent, heat, and lisht. At the outset it was decided not to put the commissary 
on any contract basis, as it was believed that the best results for the employees could be obtained by 
operating on a noncommercial basis with a man of experience in charge. The results obtained have 
confirmed the wisdom of this course. 

The head of the commissary is a man of broad experience in this line, having had 25 years' experi- 
ence in the hotel and restaurant business, private catering, and the feeding of State troops. He assumed 
charge on December 1, 1917, and plana were immediately formulated to take care of 15,000 employees. 

AKRANGEMENT OF MESS HALLS. 

The yard is divided into two parts, running east and west, the administration building being 
located in the center, on the dividing line. The ways are located on the eastern half of the yard, 
bordering on the bay. 

To feed the workers on the ways, provision has been made for seven mesa halls, each designed to 
feed the workers of four ways. These mess halls are located near the work, thus saving the time of the 
men in going to and from the mess halls. 

There are two template shops in the yard, one located north and the other south of the administration 
building. A mess hall of the same dimensions as those on the ways has been located adjacent to each 
of these shops to feed the men working there. 

At the southwest end of the yard ia located the light fitting shop, with a working capacity of 3, COO 
men. One of the larger mess halls has been built adjoining this shop to take care of feeding this force. 

At the west side of the plant, near the entrance, is located the heavy fitting shop, with a capacity 
of 3,000 men. Adjoining thLs shoj) is the other large mess hall. 

CENTRAL KITCHEN. 

To supply the food for the 11 mess halls, there is being constructed a ceniral kitchen where the 
food will be cooked and from which it will be distributed to the various units. The kitchen will have 
an area of 2,400 square feet, and will be able to prepare the food for 15,000 to IG.OOO persons at the noon 
meal. This central kitchen is located at the south end of the plant, and the food will be transported 
to the mess halls in prime condition by auto trucks. Wien the food reaches the mess halls it will be 
placed upon steam tables so that it may be served hot to the men. 

\t the present time there are tliree units in actual operation, an a\'erage of about 900 people being 
fed in two of the mess halls in one and one-half hours. The food for these units, outside of the main 
restaurant and hotel, is sup))lied from the same kitchen. The same grade of food that is served in the 
restaurant to the office help is supplied to the laborers and mechanics, and this policy will be continued 
throughout, the central kitchen feeding all the units with the same grade of provisions. 

SANITATION. 

The head of the commissary closely cooperates with the other department heads and representatives 
concerned with the health, sanitation, and safety of the workers. He is a member of the central safety, 
sanitation, and service committee, and participates with the plant's representatives in formulating the 
policies which will care for the health, comfort, and safety of the workers. He also cooperates with 
the chief physician in safeguarding the sanitation of the commissary. 

A system for a daily score-card inspection of the sanitary conditions in the restaurants, mess halls, 
and kitchens, under the supervision of the plant physician, has been planned, and is being put into 
operation. 

.SALES. 

At the present rate of sales for each check the commissary sales will amount to about $1 ,000,000 
annually. 'The laborers are being served with a very substantial meal for from 20 to 35 cents, though the 
average check among the laborers per meal is between 17 and 18 cents. On March 15, 2,500 people 
were served, and the sales amounted to $042.53. In the two mess halls at the present time used by the 
laborers about 2,000 persons are being fed. 



EESTAUEANT FACILITIES FOR SHIPYARD WORKERS. 11 

CONSTRUCTION OF BUILDINGS FOR SfflPYARD OR OTHER INDUSTRIAL 
LUNCH ROOMS, CAFETERIAS, AND RESTAURANTS. 

The cafeteria or self-service plan would appear to be best adapted to the special 
requirements of most shipj'ards. The plans here submitted showing general lay- 
outs and details have, therefore, been copied or adapted from cafeterias in successful 
operation in a variety of American industries and institutions. The drawings 
with the accompanj'ing notations are merely intended as helpful suggestions. 
Obviously, the size, type of construction, material and cost wiU be largely dependent 
upon the location of the plant, the most readily available buUding material and the 
number of persons to be accommodated. 

Plan No. 1 is sketched from the cafeteria lunch room of the United States 
Bureau of Engraving and Printing, Washington, D. C. As sketched this plan is 
a four-way cafeteria, two ways — one on either side — are for persons electing to 
take the combination dinner; and two ways — also one on either side — are for persons 
who prefer to select their entire lunch or supplement a brought lunch. The central 
location of the kitchen and the wide passageways are among the many excellent 
features incorporated in this plan. 

CANTEEN CONSTRUCTION AND EQUIPMENT. 

The canteen or dining hall, being the principal aparlinent, should be arranged with the most con- 
venient methods of egress and ingress for the workers and with direct approach to the serving counter, 
so that traversing the whole or any great portion of the dining hall to obtain food is avoided. Barriers 
in front of the counters are advisable to allow of each diner obtaining his or her food in the order of arrival, 
so that there may be no possibility of crowding or pushing, which is sometimes frequent where large 
numbers are concerned. Adequate gangways or passageways for each diner to proceed to the dining 
tables without interruption to other diners are essential. The kitchen should be situated as centrally 
as possible with regard to the dining room, which it should adjoin. The wash-up or scuUerj' should 
open out of the kitchen and should abut immediately upon the main dining hall. A counter or shelf 
with communicating hatch should be provided to admit of dirty crockeiy being handed direct to the 
hot-water sinks. In addition to the sinks in the scullery, such accommodation is also required in the 
kitchen for the use of the cook in the preparation of food. The sinks should be supplied with hot water 
from an independent boiler, which should be placed as near as practicable to the sinks. The sanitaiy 
accommodation for the canteen should preferably be situated in an isolated block of buildings adjacent 
to the canteen, but the requirements in this respect dejieud upon the sanitary accommodation already 
existing in adjoining buildings, and each case will have to be considered on its merits. (Health of 
Munition Workers Committee, Report on Industrial Canteens — Construction and Equii)ment, London, 
lOie.) 

Plan No. 2 is an adaptation from Plan No. 1 showing how the separate counters 
for regular dinners and selective lunches can readily be extended. Belt conveyors 
for carrying the trays as they are being filled with the articles making up the table 
d'hote dinner are illustrated on this and the succeeding plan. No. 3. The belt 
conveyor is an unique and practical mechanical aid which will doubtless meet with 
great success and approval, if properly installed and correctly manipulated. It 
consists of a slowly moving belt upon which the diner places his tray as ho enters 
the aisle for his table d'hote dinner. (It is assumed that he is wilhng to take the 
dishes prepared for the regular combination dinner, when he enters that aisle; the 
menu and price being given on the bulletin at the entrance.) He then follows his 
tray as it moves along and is filled with the various dishes by the attendants on 
the other side of the belt. The moving belt arrangement is not well adapted for 
a selective lunch service as the patrons requu'e more time to select the dishes wanted 
than would be possible with the endless oelt contrivance. 



12 



RESTAURANT FACILITIES FOR SHIPYARD WORKERS. 




KESTAUEAKT FACILITIES FOR SHIPYAKD WORKERS. 



13 




14 RESTAURANT FACILITIES FOR SHIPYARD WORKERS. 

The belt conveyors, running along the outside, rear walls of the dining rooms, 
will facilitate the work of getting soiled dishes, etc., back to the scullery and thence 
to the serving sections. The tables where the dishes are deposited from the belt 
should be of the sanitary-scrap type. Details of the belt conveyors, rollers, etc., 
will be furnished, if wanted, upon request. All the belts should be installed in 
such manner that they will not be unsightly or unsanitary. Conveyors, in restau- 
rants of long dimensions, have been in use in some cities for a number of years, 
and have proven to be highly practical and satisfactory in every case where they 
have been installed properly. 

PLAN NO. 3. A LARGE INDUSTRIAL CAFETERIA. 

The total floor area of the building which this di-awing would represent, if 
adopted, would be about 24,000 square feet. The length over all would be 402 
feet, and the greatest width 72 feet. The two main dining rooms would each measure 
about 50 by 160 feet. The total seating capacity would be approximately 1,480 
and, with the service belt conveyor facilities, 5,000 or more men could be accommo- 
dated in not longer than 1^ hours. This would allow a little more than 25 minutes 
for each man. 

Strictly speaking a cafeteria is a caf6 where patrons wait upon themselves, but 
in actual practice it is found that the efficiency is increased and more satisfactory 
results are obtained where waiters are employed who assist in dishing out the food 
asked for and who also help the patron in making his selection by pointing out and 
calling his attention to the various articles. In our "large industrial cafeteria" 
food is served quickly, quietly, with freedom of motion, and in a clean, appetizing 
manner by the cooperation of the workmen, attendants, and the mechanical appli- 
ances. The belt conveyor system for the aisles in which tabic d'hote dinners are 
obtained is well illustrated in this plan. 

For those who do not care for the regular dinner and who, for some reason, 
would rather make their own selections, another service is provided where articles 
of food, such as bread, meats, salads, sandwiches, pastry, deserts, coffee, and soft 
drinks can be obtained over a counter. The private dining rooms are supplied from 
these sections, special waiters being used for the purpose. The private dining rooms 
will be used by officials, clerical staff, visitors, etc. 

The candy and tobacco show cases could be in charge of the cashiers. This is 
a better system than to have cashiers stationed at the ends of the service aisles 
because men paying their bills at that point would tend to jam up the line behind 
them. The plan used most m busy cafeterias is for checkers, who are at the end of 
the counters, to give each patron a small check indicating the amount to be paid the 
cashier on leaving the establishment. Checkers become so familiar with the prices 
of various dishes that they are able to hand out the proper checks without delaying 
the movement of the line in the least. 

The manager of the lunch room would no doubt find a place for his desk in the 
space inclosed by the candy counters. Meal tickets or books of tickets of different 
denominations might be sold to the workmen. The fact that some workmen do 
not make a jiractice of carrying money in their working clothes would make this 
ticket plan worth considering. 

The building should, if possible, face south or southwest, which would place 
the storage and kitchen on the north or shade side, and the dining rooms in a cheer- 
ful position with respect to the sunlight. 

Detail No. 1 suggests a type of table well adapted for large cafeterias. The 
present cost of such a table would probably be from $40 to $50. This style of table 
is used at the Illinois Steel Company's works and this drawing has been included 
because it is felt that many jdants will desire good, strong, sanitary, serviceable tables 




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FUO OE. - PLAN - 



■ ^^rAl.TEE Dt l-t0E-0>i>.tjrJ-r. DEL. - 
Er»nSRGENr,V-K-I,EfS'r-COBPOR_A.TroW 



RESTAURANT FACILITIES FOR SHIPYARD WORKERS. 



15 



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16 RESTAURANT FACILITIES FOR SHIPYARD WORKERS. 

of this type. The tabic top and stools are of clear maple; inch and tive-eighths stuff 
being used for the top and inch and three-eighths for the stools. The balance of the 
table consists of 1-inch standard pipe and fittings and some special connections. The 
stools revolve around a 1-inch pipe which extends from one end of the table to the 
other on each side. When not m use they are swung up under the table, resting on 
a 1 by 8 inch wood rail. It will be noted that the stools on one side are staggered 
2 inches off center with those on the other side. A working detail of this table, 
with biU of material, will be furnished to shipbuilding plants free of charge upon 
request. 

Plan No. 4. 




■ :pL.AH- of-kitche:h-$-equipment- 

JSctrls I II I 111! Tim ^ — n C ^eef- . 
F"j:iO>T.>aw.tvIoDE:U>J- HO SPITA.I- • 

A few parts of this plan would require alteration and rearrangement to meet 
the problems which will be found to exist in shipyards, and which are not common 
to hospitals. 

The main entrance to the dining room should be located at a point near the 
self-service counter. An exit, or exits, should bo provided at the end of the diumg 
room opposite the kitchen. The dining room could be built any size up to the 
capacity of the kitchen. 

An admirable feature of this plan is the arrangement of the refrigerators. 
This system of separate compartments makes it possible to store milk, butter, and 



RESTAURANT FACILITIES FOR SHIPYARD WORKERS. 



17 




60661—18- 



18 RESTAURANT FACILITIES FOR SHIPYARD WORKERS. 

eggs; moats; fruits and vegetables all separate and apart from each other. If not 
prohibitive on account of cost, the flooring in these refrigerators and in the storeroom 
should ])e of vitreous tile. A perfectly sanitary condition ought to prevail in all 
storerooms and refrigerators. Tlie base should be a 6-inch sanitary tile cove base, 
and the walls should have a Keene's cement wainscoting up to a height of at least 
6 feet. This wainscoting to be marked off neatly into blocks 3 by 6 inches and 
finished at the top with a simple dado niold of Keene's cement. All exterior and 
interior corners should be rounded or cove corners. The room and refrigerators 
to be thoroughly ventilated by openings in the outside wall covered with No. 8 
wire mesh. Tlie openings to be within 6 inches of the iloor and the same distance 
down from the ccihng. These openings should also be covered with a fine mesh 
screen (fourteen strands to the inch) as a protection against flies and mosquitoes. 

Tlie dumb-waitere will, of course, be eliminated. The steam table should be 
placed in the space behind the self-service counter instead of in the kitchen, as 
indicated on the plan. A wicket ought to be built in the wall over the sanitary 
scrap table for the passage of soiled dishes from the dining room into the kitchen. 

The entrance to the kitchen should be on the north if possible. This woidd 
place the storage section on the north, which is the logical location. 

PLAN NO. 5. 

This plan, like the preceding, would be best adapted to comparatively small 
cafeterias. Tlie kitchen could, of couree, be used to serve two tlining rooms, one 
on either side. 

The tliapasitionof dilfe.'ent parts of the cooking appiratus varies with the type of apparatus used, 
but, generally speaking, it has been found most convenient to have the stoves and roasters in the center 
of the kitchen, with the steamers or boilers behind, and the carving table and hot closets adjacent to 
the serving counters. (Feeding the Munition Worker, p. 12, London, 1916.) 

PLAN NO. 6. MESS HALL, MILITARY SCHOOL OF AERONAUTICS, ITHACA, N. T. 

This drawing represents a l)uilding designed for the use of students at the 
military school of aeronautics, at Ithaca, N. Y., and therefore some problems 
involving different conditions prevalent at shipyards wLU have to be considered 
and solved in order to render the plan, which is merely suggestive, practicable for 
use at these plants. 

Tlie central position of the kitchen with respect to the dining rooms is a good 
feature of this plan. The elastic or expansive possibilities which this type affords 
is another feature in favor of its adoption. Some rearrangement of entrances and 
exits may be necessary to make the plan adaptable to whatever system of paying 
for meals is decided upon. Also, it may be necessary to rearrange smaller details 
of the serving counters to take care of checkers, cashiers, etc. ; and raOings inclosing 
aisles along the counters would tend to mamtain lines in good order while food is 
being served to workers. 

The coal and ash rooms should be next to the kitchen instead of at the places 
where shown. Tlie light courts, if not obstructed by these ash rooms, will be wide 
enougli to admit coal and delivery trucks. 

Tlie refrigerators ought to be as close and accessible to the kitchen as possible. 
Tliey should be so divided by air-tight partitions that milk, butter, and eggs; meats; 
fruits and vegetables can bo stored apart from each other. 

Another room should be plamied in conjunction with the kitchen to be used 
as a bakery. This bakery to contain the following equipment: A bake oven (electric, 
if possible); a proof oven; a pastry stove; a kettle; a sink; a dough trough; work 
tables; a metal table; and the necessary racks for pies, pastries, etc., togetlier with 
bins and other storage cases, and, if possible, a portable refrigerator. 



RESTAURANT FACILITIES FOR SHIPYARD WORKERS. 



19 




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20 RESTAURANT FACILITIES FOR SHIPYARD WORKERS. 

It might be found advisable to do away with parts of court spaces, or all of these 
spaces for that matter, in order to enlarge the dining rooms, kitchen, or for some 
other reason. In the event that this were done, the outside wall areas available 
for windows being thereby reduced, it would be possible to light the kitchen from 
above by roof lights, which would be a very desirable and efficient manner of iUumi- 
natmg and ventilating this room. If this restaurant should be erected between the 
ways, which should not be done if avoidable, proper protection from falling rivets, 
etc., should be given the skylights by erecting heavy mesh screens over them. 

In the dining room, wickets or openings should be left in the walls near and over 
the dishwasher's tables for the passage of soiled dishes from the dining room into 
the kitchen. Tables with disappearing seats, as detailed elsewhere, would be an 
added advantage over the tables now in use in these dining rooms. Tlae "swing" 
of some of the doors might be altered with better results obtained than if swung 
as here indicated. 

Tlie provision on the plan for candy and tobacco counters should be considered, 
as this feature brings added revenue and of course supplies a natural demand. 

Heating by steam or hot water, using coils or radiators along the outside walls 
under the windows, with the supply of heat from a central plant, if possible, would 
be a decided improvement over the stove system indicated. Tlie amount or number 
of square feet of radiation required depends upon the geographical location of the 
plant and tlie character of construction employed, together with the cubical contents, 
total exposed waU area, and the total glass area of the room to be heated. If these 
conditions are stated this department will be glad to furnish, upon request, the 
amount of radiation surface necessary for either a steam or hot-water system. 

We would suggest that the storage part of the building be placed to the north, 
since it woidd then be less exposed to the heat of the sun. 

DETAIL NO. 2. 

This detail shows the excellent natural lighting and ventilating obtainable 
by the use of windows placed'high toward the ceiling. Swinging windows as a rule 
should swing inWard so as not to interfere with full length screens. 

Ample window space (with a large proportion of the windows opening) is desirable for light and 
ventilation, and in no case should the total fclass area of the windows be le.'fs than one-tenth of the floor 
area of the various rooms in which they occur. The fanlights for casement \vindows should be hinged at 
the bottom and fall inward. Glazed cheeks or gussets should be provided to admit of continuous venti- 
lation, and at the same time to prevent down draft. All casement windows should be made to open 
for use in warm weather, and flush the rooms with aiv after the principal meal. Louver ventilators 
under the roof or in turrets provide ventilation for the main mess I'oom. A simple cord attachment to 
wooden flaps should be provided to admit of these ventilators being closed during cold or windy weather. 
The kitchen should be provided with a continuous louver ventilator. It is desirable, where electric 
or other power is available, that an exhaust fan should he placed in the kitchen to extract the heat 
and steam from the kitchen and scullery, and incidentally assist in the general ventilation of the 
dining rooms. Larders should face north and have nearly half the glass omitted in the window 
panes and perforated zinc panels substituted to provide suitable ventilation of storage for perishable 
food. (Health of Munition Workers Committee Report on Industrial Canteens, "Construction and 
Equipment," London, 1910, pp. 3-4.) 

PLAN NO. 7. ADAPTED FROM THE GLEASON WORKS, ROCHF.STER. N. Y. 

An entrance on each side of the building admits the men. First, they get their 
trays, silverware, napkins, etc., and then pass along the counter getting the food they 
desire, which is all spread out before their eyes so that they may make a selection 
according to their individual tastes. As they pass out of the space inclosed by the 



RESTAURANT FACII.ITIES h'OR SHIPYARD WORKERS. 



21 





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22 RESTAURANT FACILITIES FOR SHIPYARD WOKKEBS. 

railings they are given a check by the checker. After partaking of their meal, and 
before passing out, they stop at the candy and cigar counter where they pay their 
bill and purchase whatever they care for in this section. The exit should be located 
near the candy and cigar department and directly in front of the cashier. The 
cashier's cage, shown on the drawing, if used at all, ought to be at the exit rather 
than in the position represented on the drawing. The gates in the railings near the 
entrances are for the use of attendants carrying soiled dishes from the dining room 
to the kitchen. 

The entire dining room is not completed on the drawing but it could bo planned 
any length to give a total floor area of 10 square feet for each and every person 
occupying the room. The capacity, however, should not bo increased above what 
the kitchen is designed to accommodate. 

A few details of storage cases in use at this restaurant are given. Other details 
of serving counters and tray racks are also given. Further and more complete 
working details will be sent upon request. It appears that the refrigerators are 
hardly adequate for a restaurant of this size. We would suggest that they be placed 
against an outside wall and be provided with openings therein, top and bottom, for 
ventilation. 

PLANS NOS. 8 AND 9. FROM A RESTAURANT OF THE AMERICAN TIN PLATE CO. 

The best type of reinforced concrete construction has been used in this building 
as erected by tlie American vSheet & Tin Plate Co. If a cheaper form of construc- 
tion is adopted, it will be necessary to reduce the spans for floor and roof joists 
to something like 1 2 feet or less by introducing colunms and girders. In that case 
the colunms should be placed at convenient points where they will not interfere 
with the efficient movement of workers or attendants. 

The cold-storage system in the existing building is all in the basement. An 
excellent system, called the plenum system, for heating and ventilating the entire 
building, and a refrigeration machine occupy the space next to the cold-storage 
section. The remainder of the basement is open to much development and 
improvement in the way of toilet, storage, and other facilities for use in shipbuild- 
ing plants. 

If the basement is eliminated altogether, the refrigerators could be arranged for 
on the first floor, probably without necessarily increasing the dimensions of the 
building in either length or width. The space saved by the elimination of the 
basement stair and the dumb-waiter, together with the utilization of what appears 
to be waste space in and between the scullery and kitchen, and a slight reduction 
of the area now occupied by the bakery, would no doubt be sufficient for all the 
cold-storage facilities required. 

The fact that another building is standing adjacent to this one is the reason 
for the omission of windows in the rear wall. If this same condition is not to 
be contended with, it would of course be well to provide for light and ventilation 
through this wall, especially in the scullery. 

In cases where the first-floor level is far enough above grade to make the use 
of steps at the entrances and exits necessary, it is always considered better practice 
to build a stoop or landing at the top of the stair rather than to let the door open 
directly on the flight. 

The private dining room is intended for the use of staff, superintendents, 
foremen, other officials, and visitors. It would be well if a butler's pantry, or 
so-called pass pantry, were provided between the kitchen and this dining room 
for the use of the special waiters and the storage of special silverware, dishes, 
linen, etc. The pantry would also act as an aicf in preventing gases and odors 



UKSTAII|!ANr I'AtI IJTIKS FOK SiUl'VAKD WOliKKRy. 



23 




D. q 



24 



BESTAURANT FACILITIES FOE SHIPYARD WORKERS. 



from getting into the dining room from the kitchen. This is an important detail 
to be kept in mind in plannmg an exclusive room of this kind. 

The aspect of the building is another important matter to consider. The 
outlook through the dining-room windows should be as pleasant as possible, and 
it should be evident that the building ought to face south, or as nearly so as 
possible. 

The following quotations from the admirable report on industrial canteens 
prepared by the British Health of Munition Workers Committee give some useful 
information which should be adaptable to American conditions: 

The site is very Lmportaut; it should be in a central position, easy of access to all parts of thr; 
works. The building should not be a barrack, l)ut should have an agreeable and attractive appearance. 
It should include dining room or rooms, kitchen, scullery, larder, stores, catering office, and sanitary 
accommodation. The stores, larder, etc., should open upon a yard, with an easy access for tradesmen's 
carts, etc. .\s the system of service would be a counter service, the kitchen and scullery should abut 
<lirect upon the dining room. 

Detail No. 3. 



t 



1 




■ i-ECTION- 



-E.UtVA.-riOM- 



■SECTION- 



.ELEVATION- 



. 3T012AGE - CyS^SEE) - '" use at ■ G 1_EAS0>J • \x.-01iK.S - 
- POCHESTETE.N.Y. 



It is suggested that about 8i square feet per person seated should be allowed in fhc <liniiig rnoni.s. 

The following ine.xpensive permanent construction has been found suitable: 

Walls. — Nine-inch brickwork rendered externally with Portland cement three-fourths inch thick 
and finished with a rough-cast surface; with large span roofs brick piers of greater thickness will be 
required under the roof principals; the brickwork internally to lie flat ])oinlpd with a painted dado 
to a height of 5 feet (salt-glazed in lavatories, etc.), the brickwork abo-ve distempered, no jdaster being 
used. 

Roofs. — Boarded and covered with slates, the underside of boarding lieing |iain(ed a cream color. 

Floors. — Concrete, with granolithic face. 



KESTAURANT FACILITIES FOR SHIPYARD WORKERS. 



25 




60661—1 



26 



RESTAXJBAKT FACILITIES FOB SHIPTAKD WOKKEBS. 



The store and larder should be fitted with shelving of deal 1 inch thiok supported on 2 by IJ inch 
framed bearers and upriijhts. The shelving should be kept 1 inrh away from the walls. 

The larder should, if possible, face north, and perforated zinc panels should take the place of 
glass in one-half the area of the windows to provide permanent ventilation. 

(Health of the Munition Worker, 1917, pp. 72-73.) 

Plan No. 6. 




■ FIR.5T- FI_CO-R.-Pl,AN • 



■ FEOI-IA. R.E3T>^UE.A.UT - 
• AMEjalCAN ■ TIN- PLATE -CO • 



A NEW METHOD OF CONSTRUCTION. 

A splendid system of cheap but durable construction has been devised and per- 
fected by a New York firm of architects and engineers, and is described in the 
April 3, 1918, issue of the American Architect, by Mr. WilUam E. Groben. Drawings 
illustrating the method are also given. Mr. Groben says in part, that — 

In order to meet the scarcity of building materials, principally brick and lumber, Mr. E. G. Perrot, 
of the firm of Balliuger & Perrot, architects, of New York and Pliiladelphia, his devised and perfected 
a system of construction wliich makes the erection of large numbers of permanent and durable houses 
in record-breaking time a possibility This typ cof construction is styled the concrete stud and cement 
stucco construction. 



BESTAUKANT FACILITIKS FOR SHIPYARD WORKERS. 



27 



He then goes on to describe and explain the construction, and to point out its 
advantages from a time-saving as well as from an economical and serviceable 
point of A'iew, because — 

In this type of construction, reinforced concrete is substituted for masoni-y walls; not, however, of 
the poured monolithic system customarily used heretofore, nor the precast concrete method, but by 
applj'ing the concrete either by hand or by means of the cement gun. Concrete is particularly adaptable 
to tliis form of construction because it is permanent, fire-resisting, sanitary and waterproof; and when 
used in the large scale operations contemplated at the present time, it makes for maximum economy 
by employing labor-sa\-ing machinery' and re-using equipment. Furthermore, concrete is generally a 




BASEIMEINT- PLAN 



■ FUOM-^^-KESXAURANT • 
.^MERICAW ■ TIN • PI_-A,.TE.- CO ■ 



more nearly local building material than any other, ajid its use not only materially assists in reUeving 
the already overtaxed transportation facilities of our country but also eKminates the delays in con- 
.struction due to embargoes and irregular sliipments. 

It is confidently felt that the concrete stud and cement stucco construction is without exception the 
cheapest and best method to be employed for the quick erection of industrial houses at any time, and 
particularly during the preseat shortage of labor ajid material. It requires the fewest laborers, the 
shortest time for erection, less concrete per house, and, ha^^ng hollow walls, produces a drier house 
than obtained by any other form of masonry construction. It is Ukewise adaptable to base hospitals, 
barracks, one-story factories, etc. In factory buildings, where no interior finish is required, the interior 
wall surfaces may be metal-lathed and concreted in the same manner as described for the exterior. 



28 KESTAUKANT FACILITIES FOK SHIPYARD WOEKEBS. 

After the cellar has been excavated a stone or concrete foundation wall is built. In the latter case the 
concrete is poured from a traveling mixer, with loader, into wood forms made in panels so as to be easily 
removable. The first-floor wood joists are then set in place on the foundation wall. On these a wood 
frame, consisting of studs, joists and rafters, is erected in the usual manner of building the skeleton of a 
frame house. Every fourlh stud is doubled, allowing the 3 by 4 inch space between, which is filled 
with concrete, to form a concrete stud. At the second floor and roof levels, a ledger board, with bottom 
attached, is placed over the studs and so arranged that, when filled with concrete, they form beams 
which, with the vertical concrete studs, make a homogeneous concrete frame. The concrete studs when 
completed are continuous from foundation to roof. On top of the lower ledger board the second-floor 
joists are set, then the second-story studs, and so on. When this frame is completed, including the 
party wall, and the roof is on, hea\'y waterproof paper is nailed to the outside of the exterior wall studs, 
leaving the space between the doubled studs open to receive the concrete. Over the waterproof paper 
the metal lath, or concrete reinforcement, is stretched. The concrete studs are reinforced with steel 
rods fastened to the metal lath. The ledger boards have a bottom wood piece or form, so that when 
filled with concrete they act as beams to carry the floor joists and roof rafters. The wood studs act in 
the dual capacity of supporting the cement stucco wliile it is being applied and as furring strips in the 
finished building. 

Everything is now ready to apply a IJ to 2 inches thick concrete coating to the exterior by means of 
the cement gun, filling the space between the doubled studs to form the continuous vertical concrete 
stud. If, for any reason, the cement gun is not available, the continuous vertical studs and ledger boards 
can be poured with concrete and the exterior metal lath coated with 1:2 cement mortar by hand. The 
concrete is 33 per cent denser than ordinaiy poured concrete and about twice as strong. Color effects may 
be obtained by adding mortar stain to the concrete v/hile it is being mixed. No further treatment of the 
exterior wall surface is needed. The rapidity with which this type of house may be erected is dependent 
only upon the number of cement guns put into simultaneous operation, or, if the work is done by hand 
the number of workmen employed at any one time. Particular attention is called to several of the 
chief points in favor of this construction, which are: First, after the framework of any number of houses 
is once erected, the cement can be applied without any interruption, in contradistinction to the usual 
procedure of stuccoing a part of the work, then shifting the laborers and their materials to another portion 
while the first is being completed, and then having to shift them back again. Second, the numerous 
cracks so common to all other forms of concrete construction are entirely eliminated in this process, 
because the vertical concrete studs cai'ry all the load so that there is no shrinkage or settlement to con- 
tend with in this monolithic structure. Party walls merely have a skim coat of white plaster applied 
to the cement for a finish, which makes a saving on this wall alone of at least 8 cents per square foot 
over the usual plastered surface. Either of these two latter methods of construction compete very 
favorably with frame, especially now when wood is expensive and diflicult to obtain. 

The fundamental idea involved is to produce a cheap, semi-fireproof house, i. e., one wliich may 
be built with the same rapidity and cost as an all-wood structure. If it is desired to incre^'se the fire- 
resisting qualities of the building, metal lath, instead of wood lath, may be used on interior surfaces 
which are to be plastered. 

Proper attention and consideration should bo given to lighting, heating, and 
ventilating. 

Interiors should be finished in light shades in order to better distribute natural 
illumination. Sucii shades as light buff for side walls and cream for ceilings are 
giving good results in many plant restaurants. The total glass area should be amply 
sufficient for admission of the proper amount of light. In no case should the total 
glass area of the windows be less than one-tenth of the floor area of the various 
rooms in which they occur. On the other hand, this area should not be exceedingly 
large, especially in cold climates, for economical reasons. Windows are a source of 
enormous heat losses and therefore should not be placed in a wall indiscriminately 
or indifferently. A large room is usually best lighted when the windows are built 
close up to the ceding. Furthermore, the reflected light coming down from the 
light celling above is not hurtful to the eyes. 



KESTAUEANT FACILITIES FOB SHIPYAKD WORKERS. 29 

Steam or hot-water heating is generally to be preferred to any other system. 
The initial cost, however, is perhaps so great as to make its use prohibitive because 
of the fact that no artificial lieat is required for four or five months of the year. 
Independent stoves will no doubt be resorted to in the more temporary structures. 
Adequate provision for the prevention and extinction of fires should therefore be 
made. 

Cross ventilation through windows of the hinged type rather than the double- 
hung t3^pe is probably the most effectiA^e way of clearing the dining rooms and 
other rooms of foul air, body odors, etc. Mechanical ventilation by use of the 
force-draft or plenum-room system is the last word in ventilation, but again the 
element of cost prohibits its installation in aU but the more permanent or com- 
paratively permanent buildings. Kefrigerators and storage rooms should receive 
minute attention in the matter of ventilation, no matter what the class of building. 
In all the kitchens a hood of galvanized iron should be buUt over the ranges and 
connected to a separate flue for the purpose of carrying off steam, gases, odors, etc. 

SUMMARY. 

In summing up this section on construction a few of the more important 
matters may properly bo reemphasized. 

LOCATION. 

The buildings shoiild be convenient to the workers, not too far distant from the 
work places. The kitchen should occupy a central position, and when mess halls 
are detached they can readily be served with food from a central kitchen. The 
location of aU buUdings should be such as to secure good natural lighting and 
ventilation. 

KALLINGS AND COUNTERS. 

It is very important that railings or barriers be placed in front of self-service 
counters so that the men can be kept in an orderly line. The service counters 
should be of sufficient length and width to avoid crowding of food placed thereon. 
The counters should be so constructed as to furnish the maximum protection to 
the food while making it accessible to the workmen. Pastries, particularly, should 
be so guarded as to prevent their being handled indiscriminately by the workmen 
before final acceptance. It is not an uncommon practice for the men to lift pie 
crusts to inspect the filling before acceptance. Such practices for sanitary, if for 
no other reasons, should be prevented. 

The self-service counters should carry a front rail on which the trays can be 
slid along as they are being filled. An alternative where combination dmners are 
served is a movable belt or conveyor. 



For promptness of service, ample space is required in the entrance and exit 
passages, in the kitchen and in the dining or mess halls. The proper dining-room 
space is about 10 square feet per head. This is recommended both by the British 
Health of Munitions Workers Committee and by the New Jersey Department of 
Labor Statistics. 

TABLES AND SEATS. 

Tables and seats should be as attractive as possible, without being fancy. 
The tops of the tables should be of material easily cleaned. Hard maple, or soft 
wood covered with linoleum or other durable material make serviceable tops. 
Composition glass or white tile table tops are also giving satisfaction. Seats may 



30 RESTAUKANT FACILITIES FOR SHIPYARD WORKERS. 

be of the stool, chair, or bench type. When space permits, the chair is preferable. 
The stool attached to the table as described on pages 16 and 17 is giving satisfaction 
in tlio %vorks restaurant of the Illinois Steel (V). 



Windows should be so placed as to give the maximum of light with the minimum 
of heat loss. In narrow mess halls roof lighting is sometimes c[uite satisfactory. 
The window should serve as a ventilator also wherever possible. The swinging 
type of window gives better ventilation possibilities than the vertical opening 
M'here one-half the window space is necessarily occupied with the sash and glass. 



These should be fuU length and 14 mesh. The swinging windows, if swung 
inside, will not interfere with the fuU-lengtli window screen. 

RESTAURANT EQUIPMENT. 

The proper equipping of kitchen, dining and mess rooms is next in importance 
to the selection of site and construction of the necessary buildings. 

COOKING APPARATUS. 

English and American experience have demonstrated that ''the efficiency of 
the cooking in a canteen dej^euds to a large extent on the wise choice of the cooking 
apparatus." The kind of fuel to be used will depend to some extent upon geo- 
graphical location and to some extent, also, \ipon the size of the canteen. Elec- 
ti'icity is cleanest, but usually too expensiv(\ Gas, in most cases, wiU probably 
pro\'e the niost efficient cooking medium. In plants where steam is readih^ avail- 
able it will 1ie found excellent for cooking purposes and it is also the most desirable 
and economical medium for the warming of cold fooc's and keeping warm such 
foods as are served hot. 

Hotel and restaurant e((uif)ment manufacturers and distributors will usually 
be able to submit the l)est plan and method of installation if they are furnishe<t 
with particulars such as the lunnber to be catered to, location of canteen, etc. 

'die following ((notations fnun the handbook prepared by the Health of 
Munition Workers Committee, Loudon, 1917, should prove i>f value: 

The lollowiug iJaiticulars relating to ciMiking apparatus may be u.seful: 
For 100 persous: 

One double-oven range for roasting and baking, with hot plate for boiling, frying, etc. 

One hot closet and warming cupboard, about 4S inches long by 30 inches high by 24 inches deep. 

One 15-gallon boiler for vegetables, etc. 

One 15-gallon boiler for lea water, washing up, etc. 
For 250 persons: 

One 3-oven range for roasting and baking, with hot plate lor boilin,^, frying, etc. 

One hot closet and warming cupboard, about 72 inches long by 1^0 inches high by :H0 inches deep. 

One potato and pudding steamer. 

One 20-gallon boiler for vegetables. 

One 25-gallon boiler for tea water. 

One 10-gallon boiler for soup. 

Boiler for supplying hot water through the sink taps. 
For 500 persons: 

One large roasting o\en. 

One 3-oven range. 

Hot closets and warming cupboards to form part of each serving counter. 

Carving table with hot closet under for warming plates. 

One potato steamer. 

One pudding steamer. 



EESTAUBAKT FACILITIES FOR SHIPYARD WORKERS. $1 

One 25-ganon boiler for vegetables. 

Two 25-gallon boilers for tea water. 

One 20-gaIlon boiler for soup. 

Boiler for supplying hot water through the sink taps. 

Teak sinks (3 feet long, 2 feet wide, 1 foot deep') are generally more suitable for washing up crockery, 
etc., than the ordinary sinks of glazed fire clay. The latter or sinks of galvanized iron can be used for 
vegetable preparation, etc. There will be a percentage of the users of the canteen, at the commence- 
ment at any rate, who will requii'e "warming up" facilities. These can be provided for by warming 
closets or hot plates. It is always advisable to undertake to warm up meals. Before some workers 
will use the canteen they must come and see things for themselves. It is often found that after a while 
they compare the meal which they themselves bring with that purchased in the canteen, generally to 
the disadvantage of the carried meal. 

CATERING EQUIPMENT. 

Experience has demonstrated that it is good economy, owing to the high cost of 
hibor, to install apparatus and machinery sutlicient to do the maximum of kitchen 
worlv consistent with the local conditions.' Among other labor-saving devices 
mention may be made of the potato peeler, potato masher, bread mixer, bread 
sheer, bread crumber, butter cutter, meat slicer, meat chopper, vegetable chopper, 
egg whip, flour sifter, lemon squeezer, silver cleaner and polisher, and dish-washing 
machines. As dish washing is one of the big problems in all catering the following 
quotation may prove useful to some prospective buyers of dish-washing machines: 

HAND vs. POWER DISH-WASHING MACHINES. 

Theprincipleon which any dishwashing machine, hand or power, must work is the passing over 
the surface of the dirty dishes of hot water and soapsuds not over 190 degrees of heat, and the subse- 
quent rinsing and sterilizing of these dishes in clean water at 212 degrees of heat. 

^^^len a great number of dishes are to be washed, the weight of the dishes to be moved to and fro 
through the water and the quantity of water to be pumped over the dishes necessitates power, but, 
where a small quantity of dishes are to be washed, one basketful after another can be agitated in the 
water by hand by the attendant, who otherwise stands idle while power does the agitating. 

For a quantity of dishes not exceeding 1,500 per hour, hand power produces the same results as 
mechanical power, and eliminates the cost of the motor, the pump, and the current to run it. For 
2,000 dishes and upward per hour, power is advisaljle, and additional attendants are required to handle 
the work as the number of dLshes increases. 

The claims made that power is advisable for all di.sh-washing machines should, therefore, be quali- 
fied l)y stating for all dish washing calling for over 2,000 dishes per hour. 

(The Modern Hospital, p. 71, Vol. IV, 1915.) 

Table ware, to be economical, should be of a quality not easily breakable. It 
is important, however, that the dishes be attractive, and a good buyer can select 
ware that is both durable and attractive. 

Experience teaches that it is good economy to purchase high-grade equipment 
even though the first cost may appear excessive. To illustrate, in one of the ship- 
yard canteens the enamel ware used in the mess halls proved of such poor quality 
that the coating came off in flakes. Unless such ware is high-grade the rough 
usage from mechanical washing and stacking is certain soon to make it quite use- 
less. The Ai-my and Navy specifications call for heavy vitrified china for canteen 
purposes. 

> Many cstabli^^hmcnts, in addilbn to the attractive restaurants, have exceptionally wcll^equipped kitchens with all the iip- 
to-rtato clecirlc machines fur saving work. An electric dish-w ashine machine tnrough which 2J,00n pieces could pass in an hour 
with practically no brealaso and an electric potato peeler holdinc a barrel of potatoes at a lime are features of one establishment. 
In almost all of the restaurants which serve large num bers, part or all of the many electric labor-.saving devices have been installed. 
" Lunch Kooms tor Employees," by Anlce L. Whitney, Monthly Ee™w, U. S. Bureau oJ Labor Statistics, December. 1917. 
p. 211.) ' ■ 



32 



RESTAURANT FACILITtES FOR SHIPYARD WORKERS. 



The following classified list of equipment, with notations, is from the admirable 
report of the British Health of Munition Workers Committee: 



I. Catering oifice equipment; 
Account books, etc. 
Chairs. 
Desk. 

Safe tor money. 
TI. MesB room: 

American cloth or linoleum for tables and 

counter.' 
Chairs or benches.'' 
Cash till. 

Curtains for window (dark). 
Scraper mat at door. 
Tables (2 feet 3 inches or '2 feet 6 inches 

wide).' 
Waste-paper Ijaskets.' 

III. Table equipment cutlery: 

Carving knives and forks. 

Dessert spoons (7 inches in length). 

Forks (7f inches in length).* 

Knives (9i inches in length).' 

Mustard spoons. 

Steels. 

Salt spoons. 

Tablespoons (8^ inches in length). 

Teaspoons (5i inches in length). 

IV. Glass crockery: 

Cups (liquid capacity 10 ounces) and sau- 
cers. 

Egg cups. 

Jugs tor water (li(inid capacity 2 pints). 

Mustards. 

Milk jugs (liquid capacity IJ pints). 

Meat dishes (assorted sizes). 

Peppers. 

Plates for meats and pudduigs (\0\ inches, 
one size onlv) .' 

Salts.' 

Small plates (74 inches). 

Sugar basins. 

Soup bowls (preferable to plates). 

Teapots.* 

Tumblers (li(iuid capacity 13 ounces). 

Vinegars. 
V. Cooling and servirg apparatus:" 

Boilers or steamers for vegetables and 
puddings. 

Boilers for heating water for making tea, etc. 

Carving table. 

Hot-water apparatus for washing up, etc. 

Oven range. 



V. Cooking and serving apparatus — Continued. 

Roasting oven. 

Hot closet for storing cut-up plates or meat, 

etc. 
Stock pot. 
Grilling table. 

VI. Linen: 

Dusters. 

Glass cloths. 

Kitchen rubbers. 

Muslin strainers. 

Swabs. 

Small hand towels. 

VII. Kitchen, scullery, and larder requisites, etc.: 

Baking tins. 

Bass broom. 

Box of mixed tools and accessories. 

Bread knife. 

Bread-cutting machine. 

Cooks' knives. 

Colanders. 

f 'hopping board. 

Covered sanitary bins. 

Corkscrews. 

Dust pan and brushes. 

Enameled washing-up bowls. 

Enameled cans. 

Enameled pie dishes. 

Frying pans. 

Flour dredger. 

Flour biu. 

Fish kettle. 

Gravy strainer and ladle. 

Graters. 

.Japanned trays. 

Knife machine. 

Knife boxes. 

Kitchen chairs. 

Kettles. 

Laige black oval pots with tin covers. 

Large iron spoons. 

Lemon squeezers. 

Meat safe. 

Meat chopper. 

Mincing macHne. 

Potato-peeling macliine. 

Plate rack. 

Pudding basins. 

Pastry board and rolling pin. 

Rigid table. 



' In some of the best mauaged canteens the use of tablecloths has been found quite satisfactory. 

2 Chairs are generally found to be more comfortable and satisfactory than forms, particnlorly where the ivorl<ir.s vait u) cii 
themselves. 

8 If space permits, frequent passages between the tables should be allowed for. 

< Waste-paper biiskets, preferably wire ones, should be provided about the mess room; the effect these ba\ e on the general 
tidiness of the room is considerable. Trucks can be used for the collection of dirty crockery, etc. 

5 Large knives and forks only are necessary: the most suitable knives are those with soUd metal handles. 

6 The provision of flat-topped covers for the plates of food is suggested, as these keep the food hot and render them more 
easily stored in the hot closets. 

' PouriT s.^lts can be used, but it is generally found that an ordinary salt and spoon is best. 

' It IS not generally advisable to supply a teapot for each individual, and only cups of tea shcu.d be served. The tea can 
be made in gallon teapots, but can be most economically served from an uni. 

• In some districts the local gar companies will hire out stoves, etc., for cooking. 



KESTAURANT FACILITIES FOR SHIPYARD WORKERS. 33 

VII. Kitchen, scullery, and larder requisites, VII. Kitchen, scullery, and larder requisites, 

etc. — < ontinued. etc. — Continued. 

Scales and weights. ' Pink basT;et8. 

Scoop. Tin opener. 

Sweeping brushes. Towel rack. 

Scrubbing brushe.«. Tea canister. 

Saucepans. Urns (holding capacity 4 to 6 gallons).' 

Stepladder. Wire dish co\'ers. 

Sinks (a good size 3 by 2 by 1 foot).' Wire sieves. 

Sink brushes. Wooden spoons. 

The kitchen of an exceptionally well-equipped industrial canteen for 280 persons at Leeds (Eng- 
land) contains the following utensils: One large gas stove (three ovens); one steam-heated hot closet 
and carving table for heating plates and dishes and keeping the food hot; one steamer ivith four com- 
partments for steaming and boiling: one 30-galIon steam-jacketed pan for soups; one 10-gallon copper 
water-jacketed pan tor milk, stewed fruit, porridge, etc.; a knife machine: a potato peeler; a bread 
cuttjr: a steam k3ttle; a whl^kin^ ma_-hine for batter and Yorkshire pudding: a mincing machine; 
large bins for storage: enamel bowls, jugs and stew jars, substantial tinned steel bowls for baking, and 
ordinary kitchen and dining room "crockery " of white stoneware. This canteen has a staff of matron 
cook, and four assistants. 

In one of the large American shipyards the following equipment is designed for 
use in 9 separate mess halls in each of which an average of 1,000 men will be 
fed per day: 

One refrigerator. Six hundred pie plates, 

One 9-foot steam table. Six hundred knives. 

Two coffee urns. Six hundred forks. 

Two hot-water urns. Six hundred tea spoons. 

Three hundred trays. Six hundred soup spoons. 

Six hundred soup bowls. One modem steam dish washing and drying 

Six himdred dinner plates. apparatus. 

Five hundred water glasses. 

These mess halls are to be served from a central kitchen. Two larger mess 
halls in the same plant, each designed to accommodate 3,000 men per day, will 
both require three times the permanent apparatus specified above and four times 
the amount of crockery and other tableware. 

The following kitchen and dining-room equipment is in use in the cafeteria of 
the Bureau of Engraving and Printing, Washington, D. C, where some 8,000 meals 
or portions of meals are dispensed every workday, 4,000 being dispensed between 
11.30 a. m. and 1 p. m.: 

One hmidred dozen 7-inch plates. Two hundred custard cups. 

One hundred dozen 4-inch plates. Two thousand five himdred steel trays, 

One hundred dozen 4-ineh baker, vege- tinned. 

tables. Twenty-four roasting pans, 18 by 24 inch. 

One himdred dozen mugs. Twenty-four roasting pans, 16 by 20 inch. 

Two thousand knives. Forty-eight basting spoons. 

Two thousand forks. Seventy-two granite-ware pans, 18 by 22 
Two thousand five hundred teaspoons. inch. 

Two thousand table or dessert spoons. Twenty-four granite-ware bread trays, 18 by 
One thousand five hundred ice cream sau- 24 inch. 

cers. Three large soup ladles. 

Fifty dozen salt casters. Sixty-four dozen glasses tor milk. 

Fifty dozen pepper casters. One large potato peeler. 

Fifty dozen cruets. One bread mixer. 

Two thousand five hundred butter chips. One bread slicer. 

1 When large quantities of food h.ive to bo nurchased, a platform scales is suggested as well as a small cook's scales. Ir is 
most Important that everything should bo weighed and choclrcd. 

2 There should always be at least two sinks provided, one tor the cook's own use, and the other, or others, for the general 
washing up. 

a t^ms with earthenware linings are recommended, as the ordinary uiUiiied urns show a tendency after a time to impart an 
unpleasant taste to the tea, 

(Appendix to Memorandum No. :! (Industrial Canteens) Health of Munition Workers Committee, Loudon, 1916, pp. 6-7.) 



34 



RESTAUEANT FACrLITIES FOR SHIPYARD WORKERS. 



One bread ciumber. 

Six coffee and tea ums. 

Two milk containers. 

Tyro large copper pots, 100 gallons. 

Two small copper pots, 40 gallons. 

Six vegetable boilers. 

One large broiler. 

Four dish trucks. 

Sixteen dish trucks, trays wood. 

One butter cutter. 

One melt sheer. 

Two large steam tables. 

One polisher for silver. 

Two large vegetable choppers. 

Four kitchen taWes (wood). 



Four egg whips. 

Two large carxdng knives. 

One large platform scale. 

One counter scale. 

Twenty-four granite pans, 16 by 22 inch f for 

pudding). 
Two silver baskets (to wash silver with). 
Twelve .garbage cans. 
One flom- sifter. 
One potato masher. 
One large dish washer. 
One ice box for cheese. 
One ice box for butter. 
One ice box for cooked meats and salads. 
One ice box for milk. 



COST OF EQUIPMENT. 

It is impossible to do more than present a few general statements as to cost of 
kitchen and catering equipment. In any large cafeteria or restaurant labor-saving 
machinery and apparatus wiU be found economical, quite regardless of original cost, 
provided that only high-grade articles are purchased. 

In the British Health of Munition Workers Committee reports some estimates 
of equipment costs are given, but they are hardly applicable to this country. Prices 
too, here, as elsewhere, are continually changing. The most practical way to learn 
the cost of eri^uipment is first to determine upon the number of employees to be fed 
and then solicit plans and bids from reliable firms which make a specialty of manu- 
facturing and handling hotel equipment. 

Iri this connection the following quotation from a recent article will be of 
interest: 

A lunch room for which construction and equipment costs were given was built to seat 1,100 people 
at one time. The room has a very large cafeteria counter and small tables mth Carrara glass tops. The 
cost of the special construction of the dining room and kitchen was about $5,300, while the equipment, 
furniture, and fixtures cost approximately $6,200. About 2,500 employees use this lunch room daily. 
("Lunch Rooms for Employees," by Anice L. Whitney, Monthly Re^-iew, U.S.Bureau of Labor Sta- 
tistics, December, 1917, pp. 210-211.) 

That many American industrial concerns have well-equipped restaurants and 
cafeterias is evident from the following ouotations, which might easily be extended. 

The Remington Arms Union MetaUic Cartridge Co. (Inc.), Bridgeport, Conn.: 

There are two restaurants pro^dded for those living too far away from the works to enable them to go 
home to lunch. One is centrally located Ln the plant, which accommodates about 850 twice each day^ 
for lunch. The other is directly across the street from the works and is located in the barracks. This 
will accommodate several hundred, and is open for business all the time, making it possible for anyone 
to get all their meals there if they so desire. The food is clean and pure and is prepared in kitchens that 
are remarkable for their cleanliness and up-to-dateness. (The National Association of Corporation Schools 
Bulletin, December, 1917, p. 17. t 

The General Electric Co., Schenectady, N. Y. : 

It is the endeavor of the company that food shall be of the best quality, portions large, and service 
prompt. Fresh vegetables supplied from the company's farm are served during the summer months. 
The restaurant is provided ^\dth all necessary cooking and refrigerating equipment, and all food is pre- 
pared in the building. In addition to the table d'hote dinners, which are served only during the noon 
hour, a la carte service is maintained during the remainder of the day. WTiile the table d'hote meals 
cost something more than the price charged for them, this loss is about offset by the profit in the a la carte 
service and the sale of tobacco and cigars. The restaurant as a whole is consequently about self- 
supporting. (The National Association of Corporation Schools Bulletin, December, 1917, pp. 11-12.) 



RESTAURANT FACILITIES FOE SHIPTARD WORKEBS. 35 

The Kohler Industries, New York City: 

An airy and cheerfully decorated reataurant is maintained adjacent to the various factories for the 
convenience of the employees. Clean, wholesome fond in generous portions is served here at exceed- 
ingly moderate prices. The equipment is ample and modern in every way, and the appliances in the 
culinary department rival those of many well-kjiown hotels. A competent manager is in charge, and 
everything possible is done to make the restaurant a comfortable meeting place. There is a main dining 
room with a capacity of 400. Employees are served here from 12 to 2. (The National Association of 
Corporation Schools Bulletin, December, 191.7, p. 15.) 

The Curtis Pubhshing Co., Philadelphia, Pa.: 

The kitchen and dining room apparatus of this company represents a distinct style of equipment, 
designed to harmonize with the finish of the rooms and to feed the employees at the most economical 
cost of service and preparation of food products. The gas range installed in the kitchen does away with 
the handling of coal and ashes, and the steam cooking kettles eliminate the cost of fuel. The section 
of the hood over the kettles is lined with copper and the condensing steam, which drips back into the 
pan holding the kettles, runs off through the gutters and outlets provided for it. The kitchen refrigera- 
tors are lined inside with wlxite enamel, and there is also a refrigerator for freezing the garbage, to pre- 
vent escaping odors in removing it from the building. (The National Association of Ccirporafions 
Schools Bulletin. December, 1917, pp. 13, 14.) 

Several of the American shipbuilding companies also, as has previously been 
indicated, have installed up-to-date equipment in their restaurants, cafeterias, and 
lunch-rooms. Notable among these are the equipments installed at the thi-oe 
fabricated yards — Submarme Boat Corporation, Newark, N. J.; .Vmerican Inter- 
national Shipbuilding Corporation, Hog Island, Pa.; and the Merchant Shipbuilding 
Corporation, Bristol, Pa. * 

SOME REPRESENTATIVE DEALERS HANDLING HOTEL, RESTAl'RANT, .■VND CAFETERIA 

EQUIPMENT. 

The names and addresses of several of the leading houses sellmg restaurant 
and hotel equipment are presented in the following list. No pretense is made 
that this list is complete, but it is fairly representative, geograpliically, and it 
should prove helpful to prospective buyers of kitchen ranges, kitchen machinerj^ 
and apparatus and other restaurant equipment: 

Moraudi-Proctor Co., Boston, Mass. Newton-Weller-Wagner Co., San Antonio, Tex. 

Bramhall Deane Co., New York, N. Y. Burton Range Co., Cincinnati, Ohio. 

L. Barth & Son, New York, N. Y. John Van Range Co., Cincinnati, Ohio. 

New York French Range Co., New York, N. Y. Wm. Miller Range & Furnace Co., Cincinnati, 

Duparquet, Huot & Moneuse Co., New York, Ohio. 

Chicago, Boston, Washington. May-Fieberger Co., Akion, Ohio. 

G. S. Blakeslee & Co., New York and Chicago. Star Hardware & Supply Co., Toledo, Ohio. 

Russell & Watson, Bufalo, N. Y. Sthwenger-Klein Co., Cleveland, Ohio. 

V. Clad & Sons, Philadelphia, Pa. Born Steel Range Co., Cleveland, Ohio. 

Wm. I'\ Dougherty & Sons, Philadelphia, Pa. Shoedinger-Marr Co., Cchunbus, Ohio. 

Victor V. Clad & Co., Philadel]>hia, Pa. Vonnegut Hardware Co., Indianapolis, Ind. 

Bernard Gloekler Co., Pittsbuigh, Pa. Chicago Range Co., Chii ago, HI. 

Demmler & Schem k Co., Pittsburgh, Pa. Crown Wells Co., Chicago. 111. 

Hutchinson Brcs., Baltimore, Md. William F. Traub, Chicago, HI. 

Maag-Ostendorf Co., Baltimore, Md. Albert Pick & Co., Chicago, 111. 

S. B. Sexton Stove & Manufactiuing Co., Bal- Detroit City Gas Co., Detroit, Mich, 

timtre, Md. H. C. Weber & Co., Detroit, Mich. 

E. B. Adams Co., Washington, D. C. Keifer-Haessler Hardware Co., Milwaukee, Wis. 

Dulin & Martin Co., Washington, D. C. E. W. Morgenthaler & Son, Milwaukee, Wis. 

C. Elmo Billups, Norfolk, Va. Marshall-Wells Hardware Co., Duluth and 

Gilreath Diuham Co., Greenville, S. C. Winnipeg. 

Hotel Eqiiipment Co., Atlanta, Cra. Joesting & Schilling Co., St. Paul, Minn. 

Tampa Hardware Co., Tampa, I* la. Chase & West, Des Moines, Iowa. 

Empire Scale & Fixtiu-es Co, JacksouAdlle, Fla. The Orcutt Co., Sioux City, Iowa. 

A. Baldwin & Co., New Orleans, La. Zahner Manufacturing Co., Kansas City, Mo. 



36 KESTAXJEANT FACILITIES FOR SHIPYARD WORKERS. 

Wrought Iron Range Co., St. Loiiis, Boston, Dohrmann Commercial Co., San Francisco, Cal. 

Denver. The Ingle Manufacturing Co., San Diego, Cal. 

Lincoln Fixture & Supply Co., Lincoln, Nohr. Anglo Range & Refrigerator Co.. Los Angele8,Cal. 

Omaha Hotel Supply Co., Omaha, Nebr. Ilonevman Hardware Co., Portland, Oreg. 

Salt Lake Hardware Co., Salt Lake City, Utah. B. B. Buell & Co., Seattle, Wash. 

Cass-Smurr-Damerel Co., Los Angeles, Cal. Gurney Foundry Co., Vanrouver, B. C. 

Clias. Brown & Sons, San Francisco, Cal. MacLennen, MacFeeley (Ltd.), Vancouver,B.C. 

SANITATION AND HYGIENE. 

LOCATION, LIGHTING, AND VENTILATION OF CANTEENS. 

The buildings should be located conveniently in or near the shipyards, and 
there should be an abundance of natural light in the dining rooms and 1-dtchen 
from wmdows or slvylights. Well-lighted and ventilated buildings adequately 
equipped with necessary facilities and strict cleanliness of operations are of great 
importance in maintaining sanitary conditions in restaurants and eating houses. 

The kitchen should be given a central location, if possible, so that food may be 
served readily to wings on either side or to adjacent mess haUs. Nonabsorbent 
floors of concrete or composition are most easily kept clean. 

NECESSITY FOR ADEQUATE REFRIGERATORS. 

Adequate provision for refrigerating meats, milk, butter, and other foods is 
essential. For this purpose, ice boxes provided with a sanitary lining, preferably 
of enameled metal or porcelain, and so located that the ice may be inserted without 
being carried through the kitchen are desirable. These ice toxes should be thor- 
oughly cleaned daily and a frequent inspection made to ascertain the condition of 
the food in them. It is quite necessary and desirable that meats, dairy products, 
and vegetables be kept in separate compartments, both to prevent the tainting of 
milk and butter and as an aid to orderlmess, cleanliness, and sanitation generally. 

IMPORTANCE OF SANITARY STOREROOMS. 

Theroomsin which the groceries and other provisions are stored should be dry, 
tightly screened, well ventilated, and protected from vermin. There should be a 
siuficient number of shelves so that all of the stock can be stored in an orderly man- 
ner. All food should be securely protected from dust and dirt and no one should 
be permitted to live or sleep in a kitchen or dining room or other room of an eating 
place where food is i)repared, served, or stored. 

QUALITY OF FOOD. 

Great care must be taken to serve only wholesome food, as many cases ol 
dysentery and other intestinal disturbances have been traced to spoiled food. If 
there is any doubt about the condition of meats or other foods, they should not be 
served. Inspected .meats should be j)urchas«d if they can be obtained. The 
Government annually spends several millions of dollars to inspect m.eats, but un- 
fortunately all meat sold is not so inspected. Meat from local slaughterers who do 
business entirely within the State is not subject to Federal inspection. 

MILK PASTEURIZATION AS PROTECTION AGAINST TUBERCULOSIS. 

Proper protection from tubercular infection demands that the milk supply 
should be pasteurized or be obtained from cows which have been tuberculin tested 
within a year by a reliable vetei-marian. Tuberculosis has been shown to be trans- 
missible to man through milk infected with bovine tuberculosis and septic soro 



EESTATJKANT FACILITIES FOB SHIPYAED WOKKEES. 37 

throat and diphtheria have also been traced to infected milk supplies. Thorough 
pasteurization protects the consumer from such infection. Butter in many in- 
stances has been found to contain living tubercle germs and for this reason the milk 
and cream used in its manufacture should also be pasteurized. 

PURITY OF WATER SUPPLY OF FIRST IMPORTANCE. 

The water supply should be obtained from a source which is known to be safe. 
Many of the city supplies are now properly safeguarded, but inquiry should be made 
as to whether the supply has been approved by the State board of health. Water 
taken from streams and rivers is generally dangerous if untreated and much typhoid 
has been traced to such supplies. Shallow wells with inadequate protection at the 
surface to exclude pollution also favor the spread of water-borne diseases. A 
sanitary inspection of the surroundings as well as a chemical and bacteriological 
examination of the water from such wells should be made before it is used. 

In certain instances difficulty has been experienced in making good coffee. 
This is often due to lack of cleanliness in utensils and to iron in the water. The 
coffee container should be cleaned and scoured daily. Iron in the water sometimes 
produces a muddy and uninviting liquid due to the formation of tannate of iron. 
This trouble can often be obviated by using water from another source or by aerat- 
ing and filtering the water. 

Disn WASHING AND GENERAL CLEANLINESS. 

Cleanliness demands that there should bo abundance of running hot and cold 
water for dish washing and general cleaning purposes.' Mechanical dish-washing 
machines have the advantage of reducing labor cost and permit a more sanitary 
handhng of dishes, but if sucli equipment is not installed, hand washing of dishes 
may be satisfactorily accomplished if proper facilities are provided. These should 
include sinks having proper provision for rinsing and drying the dishes. 

PERSONAL HEALTH AND HYGIENE OF RESTAURANT EMPLOYEES. 

Probably the greatest factor in the spread of disease from restaurants and eat- 
ing houses is the employee who is suffering from a communicable disease or who is 
a carrier of infection. For this reason the industrial pliysician should make an in- 
spection of each emplo^'ce Ijefore he commences work and all employees affected 
with any venereal disease, smallpox, diphtheria, scarlet fever, yellow fever, tuber- 
culosis, trachoma, typhoid fever, dysentery, measles, mumps, whooping cough, 
chicken po>c, or any other infectious or contagious disease should be excluded from 
the eating places, nor should they be allowed to handle any food. 

LAVATORIES AND WASH ROOMS. 

Lavatories supplied with soap and individual towels should be provided in 
connection with all restaurants and maintained in a sanitary condition and all 
employees and others who handle or prepare food should be required to wash 
their hands and arms thorouglily before commencing work and after visiting the 
toilet. Cuspidors for use of eni]iloyees and other persons should be placed wherever 
necessary and thoroughly emptied and washed daily with a disiniocting solution. 
Convenient and adequate toilet rooms should also be provided. These rooms 

' The maintenance of cleanliness is one of tlic most imrortant points in the whole scheme of a canteen, and it is one that 
the workers are quick to appreciate. In the mess room all floors, tiihles, seats, and nindows shoiMd be thoronehly 'Icanscd 
every Jav, and in the liilchon all coo';inj; apparatiis should be well scoured and ke|t scnipulously clean. The table erui| ment 
should always be well washed and polished. The immediate surroundings of the canteen should be kept tree from rubbish and 
refuse as by this means trouble from Uies is greatly reduced. (Feeding the Uimition Worker, p. 12, London, 1916.) 



B8 KESTAUKANT FACILITIES FOR SHIPYAED WORKERS. 

should be separate and apart from rooms where food is prepared or served. The 
floors should be of nonabsorbent material and should be kept clean and in a sanitary 
condition. Toilets and sinks should be properly connected to sewer througli 
trapped and ventilated plumbing fixtures. The sewage should be disposed of in 
a sanitary manner and not be permitted to discharge upon the surface of the ground 
or into adjoining open ditches. The Department of Health and Sanitation of 
the Emergency Fleet Corporation will furnish advice and assistance regarding 
suitable methods for the disposal of sewage. 

CAKE AND DISPOSAL OF KITCHEN GARBAGE AND REFUSE. 

Garbage, refuse, and waste products subject to decomposition and fermenta- 
tion should bo kept in covered metal receptacles. Arrangements should be made 
with a reliable person or company to remove the garbage daily. The present liigh 
price of pork products has created a large demand for kitchen garbage to feed to 
swine if it is properly separated from other refuse, and such g^arbage can often be 
sold advantageously if a considerable quantity is available. In one instance that 
has come to our attention kitchen garbage minus the refuse fats is sold at 10 cents 
per barrel and the fats are sold to a local rendering company. That wliich normally 
would be wasted is thus made to yield a fair return as an offset to the restaurant 
costs and at the same time the kitchen garbage is used to help meet the urgent needs 
for more pork and commercial fats. 

PROTECTION AGAINST THE FLY NUISANCE. 

All food should be carefully protected from flies. Doors, windows, and other 
openings should be screened during the fly season with wire of not less than 14 
meshes to the inch. Screen doors should be self-closing and all screening should 
be maintained in good condition. Flytraps properly baited should be placed 
where flies congregate. Full information regarding the construction of such traps 
and the best baits to use in them are contained in Bulletin 734 of the Department 
of Agriculture which will be furnished free upon request to that department. 

RESTAURANT INSPECTION M'lTH AID OF SCORE CARD. 

Sanitai'y and hygienic excellence should be insisted upon in all commissary 
buildings, equipment, foods, and food handlers. This can not be too strongly em- 
phasized. To attain this result, daily, thorough-going inspections by a well-quali- 
fied and responsible inspector are essential. The restaurant score card is an excel- 
lent method for checking and recording the sanitary and hygienic conditions of the 
commissary. The following card in use by the Department of Health of Newark, 
N. J., is also used, with slight modifications, by the commissary department of one 
of the large shipbuilding companies: 



EESTAUEANT FACILITIES FOR SHJPYAED WOKKEES. 



39 



INSPECTION OF RESTAURANTS AND LUNCH ROOMS WHERE FOODS ARE PREPARED 

OR SOLD. 

o 



wneroriessefl 

Addre.is 

Trade name 

Looation 

Date of inspection Inspector. 



Equipment and construction. 


Score. 


Cleanliness and methods. 


Score. 


Perfect. 


Allowed. 


Perfect. 


Allowed. 




7 
9 

4 

9 

6 




Employees: 

Apparently hea'thv 2 

Certificate of recent medical ex- 
amination 7 

Clean iness. garments. 1: where 
outer washable garments are 
used. 2 3 

Clean iness of hands. 2: when 
rubber c'oves are used in hand- 
ling food 4 

Dlnmg room: 


16 

4 
9 
14 

10 
12 




Floors smooth, tight, c'eanab'e.. 0.5 
Ai'ow only i point for wood 
floor. 
Walls smooth, tlRlit.cIeanah'e.. .6 
fei in^s smooth, tiKtit.c'canab:e. .5 
Li^ht— Natural, j; artiScia!, i-.. 1 
Venti'atiort— Windows, J: local 
vftntifation with fan, 1; fluo 
system, U 1.5 






Sanitary water coo er 1 




Wallso'ean and painted 5 

Cpi ings c ean and painted 5 














Allow onlv i point for wood 
floors. 


Linen, c'ean, J: fond cases, J: 

water glasses, J; cooler, J 2 

Kitchen: 

Floors c'ean 1 

M'alts c'ean and painted 1 

Cei ings clean and painted 1.6 




Cei ings smooth. tii;ht.c'eanab:e. 1 
Light— Natural. 3: artificial,!... 1 
Venti ation— Windo«'S, j: local 




s.'stera, Ij 1.5 

Tab'e', 1; shelves, 1; drain 


Shohes. I: tables. 1: racks. J.... 2.5 

Sinks, 1 : drain boards. 1 2 

Hetrigerator— Clean. 2: if foods 
are in order, separate compart- 
ments for meats and foods 3 

Garbage recef tac es (top covered 




.\bsence of crevices or ledges 5 

Screens 1 

Apparatus and utensils: 

Refriqerator— Sue. 15; arrange- 
ment. 1; Kood repair, 1 3. 5 

Proper drainage 5 

Washing facilities: 

Ruivning hot and co'd water — 2 








Freedomfromfliesand insects... 5 

Cellar clean, 4: xardccan. J 1 

Towels (dish and hand) 2 

Toilet compartment 2 

Eating and cooking utensils: 

Thoroughly wasV.ed 2 

Scalded with hoi ing water or 

sterili7ed after washing 6 

Protected from contamination. . 2 

Food: 

Condition 5 

Protected from contamination.. 3 
Proper handling 2 








hardwood, one piece, good re- 
pair. « . 1.5 




Drain boards covered with metal, 




Wash basin, soap, towel (kitch- 
en) 1.5 

Dish-wasliing equipment. 2: if 
washed by hand and steri.izod, 
3 . . 3 








Storage food 1 

Total 




Location for patrons, 1; for em- 
ployees, 1 2 

G ood repair 1 

Wash basin, snap and towel 2 

Screens and se;t-closing doors — 1 








35 




65 













Equipment and construction Cleanliness and methods Total score . 

Note.— It any e-xceptioually filthy condition is found, the total score will te zero. 



40 KESXAURANT FACILITIES FOR SHIPYARD WORKERS. 

MENUS: THEIR IMPORTANCE AND SOME TYPICAL EXAMPLES FROM SUC- 
CESSFUL RESTAURANTS AND CAFETERIAS IN AMERICAN INDUSTRIAL 

PLANTS. 

FOOD ESSENTIALS. 

The following quotation states with precision and brevity some of the more 
essential factors to be considered in the preparation of menus for men, such as 
shipyard employees, engaged in hard, physical labor: 

The amount of physical force expended in daily work and the environment of the work have a 
great effect on the requirements of the body for food. Hard labor and exposure to open air together 
call for increased food supply; sedentary work in an artificially heated and confined atmosphere, on 
the other hand, reduces the output of energy and less food is required. An ordinary laborer may lose 
one-sixth or more of his total energy output as work, and the remainder as body heat. A sedentary 
worker may lose little energy as work, and almost all as body. The loss due to this latter cause, as 
activity increases, grows out of proportion to the actual energy expended as work. 

Natural foods yield the essentials required to replace the energj' expended and for the repair and 
growth of the body. They contain these essentials in the form of protein, fat, and carbohydrates, and 
also supply salts and certain substances of unknown natiu-e, called vitamines, which exist in minute 
quantities in fresh foods and are necessary for the growth and health of the body. Protein is the chief 
solid constituent of lean meat; it is also present in milk, cheese, and eggs; and occurs in all vegetables, 
particularly in flour (bread), peas, and beans; it is not only a soui-ce of energy, but it is also a body 
builder, and no dietary can be complete without it. Fat is chiefly derived from animals; nuts also 
are rich in fat (from which margarine is made), but other vegetables only contain fat in a much smaller 
degree. Carbohydrates are mainly derived from vegetables in the form of flour, potatoes, or sugar. 

Fat and carbohydi-ates can replace one another in a diet, but the body digests and deals best with a 
certain proportion of each. Fat, however, yields weight for weight more than twice as much energy 
as carbohydrate, and so in cold climates and cold weather more fat is naturally eaten. Experience 
shows that the diet should include raw food, fruit, or salads. The consumption of fresh fruit, such as 
apples, oranges, or bananas, is highly to be commended, and should be actively encouraged by the 
provision of good fruit at the lowest possible prices. 

Fortunately, the cheaper foods (bread, margarine, porridge, milk, herrings, cheese, beans, onions, 
cabbages, oranges, and the cheapest cuts of meat) provide all the requisite nourishments, and probably 
better health, than is derived from more highly flavored and expensive foods which only artificially 
stimulate the appetite. 

(A Second Appendix to Memorandum No. 3 (Industrial Canteens) Health of Munition Workera 
Committee pp. 3-4. By Leonard E. Hill, M. B., F. R. S., a member of the committee. London, 1916.) 

ENERGY-PRODUCING QUALITIES OF FOOD. 

Careful consideration should be given to tlie energy-producing qualities of 
foods entering into menus. On this point the following statement may be quoted: 
Investigations made by a number of authorities indicate that about 15 per cent of the energj' 
expended is derived from protein, and about 80 per cent from fats and carbohydrates combined; that 
is to say, that normally protein supplies only one-fifth of the total energy expended. Numerous 
investigations have shown that the energy required by a man engaged in fairly light munition work is 
about 3,500 calories of food as purchased. Where calculations are based (as they are in this report) 
on food as eaten, the minimum canteen diet may be taken to be about 3,000 calories when balanced 
among the tliree classes of foodstuffs in the following proportions of dried weights: Protein, 100 grams; 
fat, 100 grams; carbohydrate, 400 grams. This diet will often be supplemented with fruit or other 
small addition, according to the individual taste. Men engaged in hard physical work, especially in 
the open air, require a good deal more energ>'-producing food, and may consume as much as 4,500 calories 
with advantage. (A Second Appendix to Memorandum No. 3 (Industrial Canteens) Health of Muni- 
tion Workers Committee, p. 4. By Leonard E. Hill, M. B., F. R. S., a member of the committee. Lon- 
don, 1916.) 



RESTAURANT FACILITIES FOR SHIPYARD WORKERS. 41 

FOOD SHOULD BE FRESH AND APPETIZING. 

The constituent parts of a dietary are important if the highest value is to be obtained, but, speaking 
generally, fresh digestible and appetizing food is more important than chemical composition or pro- 
portion. It will be understood that digestibility is dependent partly upon the food itself being of a 
nature which is easily digestible and partly upon the organs of digestion being healthy and in good work- 
ing order. Further, it should be noted that a variety of factors affect the relative value of food to the 
individual consuming it. For instance, there is the nature of the employment, whether sedentary or 
active, and the amount of energj' called for. With increase of work there must be proportionate increase 
in quantity and in nutritive value of the food eaten. Ill-paid laborers and others whose food amounts 
only to a bare minimum can not either put forth the same energy or work at the same speed as a well- 
nourished man. The man who has to work hard, long, or rapidly needs a proportionately ample food 
supply, composetl of highly nutritive ingredients to withstand the strain. (Health of Munition Workers 
Committee Report on Industrial Canteens, London, 1915, p. 3.) 

NEED OF GOOD QUALITY AND VARIETY IN DIETARIES. 

In England early in the war it was recognized that the industrial canteen 
would prove a valuable aid in bringing about better balanced rations for workers 
in munition jilants. The following statement was made in a special report on the 
subject in 1915: 

Though there is little doubt that workers are getting a better type of food than formerly, it must 
be admitted that large numbers of workers of both sexes are not getting such a dietary day by da\'. 
Much evidence is forthcoming that tliis is being increasingly recognized both by employers and workers. 
The difficulties in the way of adequate feeding arise mainly where the worker must have his meals 
away from home. In past years and even now in normal times the worker lived fairly close to his work 
and was frequently able to return home for his meal. .\t present the difficulties of securing adequate 
food are increased, owing to the prevalence of night labor and the large number of men and women 
who have to travel a considerable distance to their work. 

In such cases the simplest alternative is for the worker to bring or receive from his home or lodgings 
food ready prepared for eating. The objection to this arrangement is the limitation in the kinds of food 
suitable and that it is necessarily cold and liable to be stale. There is a special danger of its being con- 
fined to what can be most quickly prepared the night before without much regard to its nourishing 
character. When the weather is warm or the food is kept for any length of time in a hot workshop it 
readily undergoes degeneration.. Health of Munition Workers Committee Report on Industrial Can- 
teens, p. 4, London, 1915.) 

If is liighly important that rations be properly balanced and varied not only 
from meal tn meal but from day to day and from week to week.' If possible, the 
dietary should. be varied so that the particular meals of a given day of the week 
shall not bB practically identical from week to week. The psychology of too much 
repetition waits badly upon digestion and is as unnecessary as it is imdeshable. 

Man}- companies have become so thoroughly convinced that properly balanced 
rations arc essential to the good health of tlieir emploj'ees that special emphasis 
is placed upon this feature of theii' restaurant facihties. 

The General Electric Co. of Cleveland, Ohio, has prepared an excellent booklet 
containing tested recipes for various soups and other articles of food entering into 
a well-balanced luncheon.' 

1 We believe that the chief reasons for the success of the lunch room arc that we aim to see that properly 1 alanced rations 
are served promptly and cleanly. This appeals to the men, and the low-price schedule Insures their attendance" wit h the resulting 
benefits. (Extract from Illinois Steel Go's, letter of April 2, 1918.) 

2 The Preparation of Food for Factor.v Employees. The General Electric Co., Cleveland, Ohio, 1915. 



42 HESTAUKANT FACII.ITIKS KOli SHllM ARD WORKERS. 

The National Cash Register Co. of Dayton, Ohio, lias given special attention to the proi)er feeding 
of its employees. The company has gone so far as to provide special tables for vegetarians. A dietician 
is employed whose duty it is to see that the meals are well-balanced. (The National Assoiiation of 
Corporation .S<hool8 Bulletin, December, 1917, p. l'.^.) 

For all shipyard workers the cold-dinner pail is an unsatisfactory solution of the lunch problem. 
It is essential that the almost universal dcfi<iencie8 of the breakfast be made up by a simjde yet whole- 
some diet, and above all by a diet that carries a stimulus of heat. As an alternative to the cold-dinner 
pail the saloon offers an atti-action ecjually injurious to employee and euiployer; and the itinerant lunch 
vender who haunts the outskirts of the shipyard at the noon hour offers no adequate return for the 10 
or 15 cents customarily invested in his wares. Moreover, the financial depreciation of the saloon indus- 
try has either eliminated the free lunch or reduced its quality to a marked degree, and the ])ercentage 
of those who are able to eat in their own homes is almost negligible, except in a few unusually situated 
plants. 

The worker who has come to his job after a breakfast furnishing but little food values, and who 
mint rely upon a luncheon offering ordinarily an even lower rate of nutriment, is incpable of gi\'ing 
full value to his employer, and in those departments where the wage is high, and theoretically the living 
conditions should be the best, the evening meal (in the majority of cases) yields more benefit to the 
delicatessen shop and bakery proprietors than to the man himself. 

To those who have made a study of physical efficiency the relation of the question of undernourish- 
ment to the stability of the working force and to its productive value seems of paramount importance. 
The psychological effect also upon the contentment of the working force is a factor not to be overlooked. 

(The Problem of Physical Efhciency in the Shipyards, by I.. Erskine, pp. 8 and 9.) 

INDUSTRIAL CANTEENS SHOULD CONFORM TO REQUIREMENTS OF THE FOOD 
ADMINISTRATION. 

/iiiothcr important factor to be taken into account in all war-time planning 
of menus here in the Ignited States is the necessity of conforming strictly to the 
requirements of the Food Administration. In this connection the following excerpts 
from a recent letter by Prof. C. F. Langworthy, Chief, Home Economics, States 
Relation Service, United States Department of Agriculture, merits careful atten- 
tion, a-s the statement comes from one of the world's best authorities. 

I recognize the importance of the lunch r(X)m and restaurant project for the shipyards doing the 
construction work for the Emergency Fleet Corporation. Not only is it desirable that g(H)d, whole- 
some nutritious food prepared under |iroper sanitary and othei' conditions should l)e pro\'ided, but it 
is als;i important that the food while acieptable should lorrespond to the requirements of the Food 
Administration. In my opinion it is desirable that recipes and menus should be ]>reparcd by this 
office and the Food Administration cooi)orating with the Emergency Fleet ('orporation. 

The following series of menus is from the mess hall of the MUitary School of 
Aeronautics at Cornell University, Ithaca, N. Y. It represents a well-balancod 
dietary extending over a perio(i of two weeks, Februarj^ 14 to and induihng. 
February 27. 1918. 



RESTAUEANT FACILITIES FOR SHIPYARD WORKERS. 



43 





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44 



RESTAUHANT FACILITIES FOR SHIPYARD WORKERS. 






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RESTAURANT FACILITIES FOR SHIPYARD WORKERS. 



45 



The following menu and list of tilings served on Monday, March 18, 1918, at 
the extensive plant of the Submarine Boat Corporation, Newark, N. J., indicate 
that the dishes offered there "are designed to supply the men with the kind of food 
they want and food with the proper calorific values that men doing heavy manual 
labor require:" 



Cents. 

Pea soup 10 

Koast corned beef, apple sauce 30 

Corned beef and cabbage 25 

Pie 5 

Cake 5 



Apples 5 

Hani or cheese sandwiches (each) 5 

Sardine sandwiches (each) 10 

Coffee 5 

Milk 5 



SAMPLE OF THINGS SERVED.' 



Cents per 
portion. 

Soups 10 

Clam chowder 15 

Kish cakes, tomato sauce 20 

Boiled codfish, potatoes 25 

Baked bluefish 25 

Fried smelts, Tartar sauce 25 

Boiled l)eef with vegetables 25 

Put roast, spaghetti and potatoes 25 



Cents per 
portion. 

Beef k la mode 25 

Fried sausage with jjotatoes 25 

Roast loin of pork, apple sauce 30 

Lamb stew (soup bowls) 25 

Beef stew (soup bowls) 25 

Chicken pot pie 35 

Baked ]3ork and l)eans 20 



The following sample menus are from mess hall No. 2, Hojj 
delphia, where combination meals are served at 30 cents each: 



Island, Phila- 



January 14, 1918. 



Breakfast. 


Dinner. 


Supper. 


Oatmeal. 
Liver or sausage. 
Fried potatoes. 
Bread and butter. 
Coffee. 


Pea soup. 

Roast beef. 

Steamed potatoes. 

Beans. 

Bread and butter. 

Coffee. 


Frankfurters. 

Sauerkraut. 

Steamed potatoes. 

Bread and butter. 

Coffee. 

Bread pudding. 



January 20, 1918. 



Oatmeal. 


Vegetable soup. 


Pot roast. 


Ham. 


Beef stew. 


Steamed potatoes. 


Scrambled eggs. 


Boiled potatoes. 


Bread and butter. 


Fried potatoes. 


String beans. 


Hominy. 


Bread and butter. 


Cottage pudding. 
Bread and butter. 


Apple sauce. 


Coffee. 


Tea. 




Coffee. 





The following menu was offered at the Westinghouse Lamp Works' cafeteria, 
Watsessing, N. J., March 8, 1918. This plant supplies lunches to from 500 to 800 
employees, but at a loss of about -SlOO per week at the prices indicated. 



I Bread and rolls served with each portic 



46 RESTAURANT FACILITIES FOR SHIPYARD WORKERS. 

(Jents. C'«nt. 

Clam chowder 5 I Sauerkraut or spaghetti ^ .,,. 5 

Creamed fish on toast 10 i Mashed turnips 5 

Hard boiled eggs and potato salad 10 '• Baked apple ; 5 

Hot frankfurters, mashed potato, and brown Tapioca pudding. '. : . . . . 5 

gravy 10 : Ice cream or cake ■. 5 

Hot beef sandwich 10 I Choice of pie 5 

Ham or cheese sandwich 4 Tea, coffee or milk 5 

Head lettuce and mayonnaise 5 I 

The following menu was offered at the Hyatt Roller Bearing Co.'s cafeteria, 
Harrison, N. J., Tliursday, March 7, 1918: 

Cents. Cents. 



Vegetable soup 5 

Pork and beans 10 

Frankfurters and baked beans 15 

Beefsteak pie 20 

Creamed turnips 5 

Vegetable dinner 20 

Waldorf salad 5 



Corned beef hash 2 

Boiled ham and potato salad 20 

Rice pudding 5 

Stewed primes 5 

Coffee - 5 

Cocoa 5 



Here is a typical menu of a regular noonday meal served for 25 cents at one 
of the several cafeteria restaurants of the American vSheet & Tin Plate Co., Pitts- 
]>urgii. Pa.: 

Baked wliite fish or roast beef. 
Browned potatoes. 

Stewed tomatoes. ■ > , , ■ ■- ....:. 

Bread and butter. 
Pudding or stewed fruit. 
Coffee. 

The following menus represent four widely separated days at the cafeteria of 
the Bureau of Engraving and Printmg, Washington, D. C. Tliese menus include 
the prices charged and therefore possess an added interest, as they indicate quite 
clearly the recent rapid upward trend of food costs. Tliese menus include the 
combination dinner which was furnished at 15 cents in 1916 and up to October, 1917^ 
when the price was advanced to 20 cents. 

Some 8,000 meals or portions of meals per day are now dispensed at the Bureau 
of Engraving and Printing. The fact that both men and women are served in large 
numbers makes it possible and, as experience has demonstrated, desirable to offer 
a somewhat extensive choice of sandwiches, pastry, and fruits in addition to the 
combination dinner. The combination dinner seems to be most successful when 
it is not the only choice. 

The employees of the Bm'eau of Engraving and Printing have a cooperative 
organization and the cafeteria is managed and conducted, without profit, by the 
employees. The equipment and space is furnished by the Bureau. That the plan 
is successful is evident from the fact that about 70 per cent of the employees take 
advantage of the facilities offered. 

The menus from tliis excellent cafeteria indicate the variety in the combination 
dinners from day to day and the popularity that certain individual dishes, such as 
baked beans, mashed potatoes with gravy, and cold slaw, have attained. Demand 
governs supply where the cafeteria is managed by those who patronize it. 



RKSTAURANT FACILITIES FOR SHIPYARD WORKERS. 4? 

Friday. February 1. 191(>. 

Dinner, 15 cmts. 

Sausage cake; boiled hominy; mashed potatoes; bread and Imlter; coffee. 

SOUP. 

Beet a I'Anglaise, 5 cents. 

ENTREKS. 

Hninswick slew, 5 cents. IJaked beans, 10 cents, t.iver, fried with onions, 10 (enls. Spaghetti 

Ifalienne, 5 cents. 

SALADS. 

Combination, o cents. Potato, 5 cents. Stuffed olives, 5 cents. 

SANDWICHES. 

Chili cheese on rye bread, fi cents. Minced ham, 5 cents. Club sandwich, 5 cents. Swiss cheese on 
rye bread, 5 cents. Hani, 5 cents. 

PASTRY AND FRUITS. 

Pie made on the premises: Green apple, 5 cents. Pumpkin, 5 cents. Peach, 5 cents. Mince, 5 

cents. Custard, 5 cents. 
Stewed prune.s, 5 cents. Slicc<l oranges, 5 cents. Assorted fruits, 5 cents. Tapioca jiudding, 5 cents. 

ICE CREAM. 

Five flavors, 5 cents per order. 

Monday, December 10, 1917. 

Dinner, 20 cents. 

l$oiled ham and cabbage or macaroni. Boiled potatoes. Three slices bread or two pieces corn bread. 
t)ne pat butter. ( oflee, te;i, milk, or cocoa. 

No bread or butter with the following: 
Brunswick stew, 10 cents. Liver with onions, 10 cents. Baked beans, 10 cents. Baked beans (small) 
5 cents, ^[a8hed potatoes and gravy, 10 cents. Cold slaw, 5 cents. Beet salad, 6 cents. Bean 

soup, 5 cents. 

Four slices bread and one pat butter, 5 cents. 

Swiss cheese on rye bread, 5 cents. Ham, 5 cents. Stewed prunes, 5 cents. Bread pudding, vanilla 
sauce, 5 cents. Pie made on premises: Green apple, ])each, mince, pineapi^le, 5 cents. 

Tea, 5 cents. Coffee, 5 cents. Milk (mug), cents. Milk (bottle), 7 cents. Coca-Cola, 5 cents. Ginger 
ale, 5 cents. Sarsaparilla, 5 cents. Cocoa, 5 cents. 

Ice cream, four flavors, per order, 5 cents. 

Wheatless Day — Monday, March 25, 1918. 

Dinner, iiO cents. 

Corned beef and cabl)age. Mashed potatoes. Three slices bread or two pieces corn bread. 
One pat butter. Coffee, tea, milk, or cocoa. 

No bread or butter with the following: 
Goulash, 10 cents. Baked beans, 10 cents. Baked beans (small), 5 cents. Beef hash with peppers, 
10 rents. Mashed potatoes and .gravy, 10 cents. Cold slaw, 5 cents. Beet salad, 5 cents. 
Bean soup, 5 cents. 

Four slices bread and one pat butter, 5 cents. 



48 RESTAURANT FACILITIES FOR SHIPYARD WORKERS. 

Friday, April 5, 1918. " 

Dinner, 20 cents. 

Roast veal or shad, stewed corn or macaroni. Mashed potatoes. Three slices bread or two pieces corn 
bread. One pat butter. Coffee, tea, milk, or cocoa. 

No bread or butter with the following: 
Kidney stew, 10 cents. Fish roe, scrambled eggs, 10 cents. Baked beans, 10 cents. Baked beans 
(small), 5 cents. Salmon salad, 10 cents. Mashed potatoes and gravy, 10 cents. Cold slaw, 5 cents. 
String bean salad, 5 cents. Clam chowder, 5 cents. 

Four slices bread and one pat butter, 5 cents. 

It would be difficult to close this section oil menus with a more apt quotation 
than the following, which sums the matter up admirably: 

The necessary dietary for a worker, broadly .speaking, is a dietary containing a sufficient proportion 
and quantity of nutritive material, suitably mixed, which is easily digestible, appetizing, and obtainable 
at a reasonable cost. (Health of Munition Workers Committee, Report on Industrial Canteens, p. 4. 
London, 1915.) 

ADMINISTRATION AND MANAGEMENT. 

CAFETERIA VS. OTHER PLANS. 

In the great majority of cases the cafeteria or self-service plan of feeding large 
numbers of men seems to be most satisfactory. It is quickest and cheapest, two 
powerful arguments in its favor. 

The cafeteria method of serving seems to be especially desiraljle where large numbers must be 
taken care of in a short space of time, as the two, four, or six way cafeterias permit very rapid service. 
One company states that 1,500 people are served by this method in nine minutes and another that 1,300 
are served in six minutes. ("Lunch Rooms for Employees," by Anice L. Whitney, Monthly Review 
of the U. S. Bureau of Labor Statistics, December, 1917, pp. 207-208.1 

Our lunch room is conducted on the cafeteria plan. A careful study of this question was made 
and it was found that this plan could be best adapted to operation with the minimum amount of help; 
offer the quickest service-; and at the sam* time give the largest choice of menus. We have a capacity 
of 132 and counts recently taken indicate that approximately 00 per cent of our working force patronize 
the restaurant. The busiest time is diu-ing the hours of 11 and 12.30 and the a\erage attendance 
lietween these hours is from 400 tn 600, and approximately 2,000 men patronize the restaurant 
every 24 hours; so that now our men walk, in an orderly fashion, into a building where the)- get a good, 
substantial meal properly balanced and at reasonable rates, instead of rushing for poor lunches and 
worse drinks as was the case a few years ago. (Extract from Illinois Steel Co.'s letter of Apr. 2, 1918.) 

MANAGEMENT. 

As with the shipyard itself, the success of the restaurant facilities will depend 
very largely upon the manager or person directly responsible for the buying, pre- 
paring, and dispensing of the food, the maintenance of adequate service, the set- 
ting up and maintaining of a high standard of cleanliness, sanitation, and hygiene 
and general attractiveness of the whole layout. 

Management is of three main types,' a manager , employed by and directly 
responsible to the shipbuilding or other company, an outsider contracting with 

» The success of an industrial canteen depends in considerable degree upon its management. Speaking generally, three 
methods, wliich arc not mutually exclusive, are available. The employer may manage, the workers may appoint a manage- 
ment committee, or the entire direction may be contracted out to a professional or voluntary caterer. In not a few of the most 
successful canteens joint control is exercised by employer and men (an elected shop committee with a chairman representing 
the management) who may or may not contract out the catering. The method of control is materially affected by the pro- 
prietorship. (Health of Mimltion Workers Committee Report on Industrial Canteens, p. 6. London, 1915.) 



RESTAURANT FACILITIES FOR SHIPYARD WORKERS. 49 

the company to iiuinage the restaurant, and management by or under the control 
of the workmen themselves. The first plan has most to commend it, assuming 
that a thoroughly competent and experienced person is intrusted with this most 
important function.' 

In one of the large shipyards a man with 25 years of varied experience has 
been appointed to take charge of the extensive kitchen, cafeterias, and mess halls. 
This company believes that "the results obtained have confirmed the wisdom of 
not putting the commissary on a contract basis, as it was believed that the best 
results for the employees could be obtained by operating on a noncommercial 
basis with a man of experience in charge. 

As a general rule the contracting-out plan is unsatisfactory. The company 
must, in any event, exercise supervisory power over such matters as prices, cleanli- 
ness, quality of food, etc., if the restaurant facilities are to be popular and of the 
greatest benefit both to employees and employer. 

There is almost always grave danger of profiteering at the expense of the 
workmen and indirectly at the expense of the employer also when restaurant 
privileges are farmed out. There probably are a few exceptions to this rule, but 
experience here and abroad indicates that the company should almost invariably 
itself appoint and directly control the restaurant manager if the best results are 
to be obtained, at the lowest cost to the men. In any arrangement whereby 
the manager gets a definite percentage of profit over and above all expenses, a 
temptation is offered to an unscnipulous manager to increase rather than decrease 
the outlaj's for food, service, etc. 

THE NUMBER OF EMPLOYEES OR STAFF NECESSARY FOR AN INDUSTRIAL CAFETERIA. 

The number of employees necessary for the preparation and dispensing of 
food in an industrial canteen, cafeteria plan, should not much exceed 30 for every 
1,000 persons served at one sitting. The proportion will of course vary with the 
size of the cafeteria, proportionately more employees being necessary in the smaller 
canteens. If special waiter service is desirable or necessary for a considerable 
force of administration and clerical employees, superintendents, foremen, etc., 
then the canteen staff will require to be correspondingly enlarged. In most cases 
the cafeteria or self-service plan should be adaptable to practically all the employees 
of the plant. A separate serving counter and dining room for the officials and 
clerical staff in the larger plants may prove of advantage. An extra charge should 
be made for meals where the method of service is more exjiensive, even though the 
food served is exactly the same in quantity and quality as that supplied to the men 
in the main dining rooms and mess halls. 

Tlie following quotation from a British source will serve as a guide, as it is in 
general conformity to the experience of some of the most successful public and 
industrial cafeterias in this country: 

1 The maj jrity of the industrial and cimpany lunch rooms, canteens, and restaurants in operation in the United States are 
managed directly by the CDmpauies. In several cases, however, the management is intrusted to an outsider, but even in such 
cases the companies usually supply space, hght, heat, and equipment and retain supervision o[ the quaUty of the food offered 

' limit the prices charged. (See "Lunch Rooms for Employees," by Anice L. Whitney, U. S. Bureau of Labor Statistics, 



50 EESTAURANT FACILITIES FOR SHIPYABD WORKERS. 

STAFF OF CANTEEN. 

As will be understood, it is not always the quantity of staff that matters, but the quality. 
The follov/ing are the number of staff generally required for — 

A. A canteen seating 100: ! B. A canteen seating 500: i C. A canteen seating 1,000: 

One cook. ' One head cook. One head cook. 

Three assistants, servers, etc. , One under cook. , Two under cooks. 

One cashier and ticket seller, j Ten assistants, servers, etc. Twenty assistants, servers, 

One storekeeper. j Two cashiers and ticket i etc. 

sellers. | Four cashiers and ticket 

j One storekeeper. sellers. 

I ! One storekeeper. 

One assistant storekeeper. 

If an equally large number of persons have to be served at night, practically the same staff is 
required, but it is possible to reduce the night staff by arranging for day cooks, etc., In prepare certain 
articles, etc., in advance for the night. 

In addition to above staff, there should be a manager or manageress for the day and night. 

(Feeding the Munition 'Worker, p. 18. London, 1916.) 

The next quotation is from an experience somewhat different from that recom- 
mended in this pamphlet, as it is not strictly on the cafeteria plan. 

The number of attendants necessary to serve an average of 4,1 00 people daily is reported by one firm. 
This company has four restaiu'ants — a cafeteria, a dining room, a lunch counter, and a grill room. The 
cooking for the four restaurants is done in one kitchen and the same quality of food is served in all. 
Employees are free to patronize any of them, although the cafeteria is the one generally preferred. 
Besides the manager, his assistant, and the chef, there are 13 full-time kitchen and dining-room workers 
and about 70 others who work during the luncheon period only. Twenty of these are porters in the 
plant who clear away the used dishes. 

It is the practice of a number of companies which have cafeterias to have the employees carry 
their used dishes to a shelf or window which they pass on the way out. In this way the amount of help 
needed is lessened \vithout imposing unduly upon each individual. 

(Lunch Rooms for Employees, by Anice L. AVhitney, Monthly Review, V. S. Bureau of Labor 
Statistics, December, 1917, pp. 211-212.) 

It is well always to keep in mind that an abundance of labor-saving devices, 
the self-service plan, and a carefully worked out scheme by which the men can 
come to the counters in shifts, all tend to reduce the number of canteen employees 
necessary for quick and efficient service. It is hardly necessary to add that the 
overhead costs can be kept at a minimum only by rigid adherence to these same 
methods. 

This matter of service is so important that the following quotation is presented 
in the hope that the suggestions contained therein may prove useful: 



The best system is that by which the workers wait upon themselves, obtaining meals at the service 
counter and carrying them to the tables. This is undoubtedly the most economical and, where proper 
arrangements for speedy service are in force, the most satisfactory. 

It is essential to remember that the workers demand a quick service, and the efficiency or otherwise 
of the canteen depends upon the success with which this demand is met. 

Pre])arati9ns for the "rush" of customers should be made in good time. 

A sufficient number of portions sliould be cut off and stored in the hot closets, which are most con- 
veniently placed beneath the service counter. 

The dishes obtainable at each hatch or section of the counter should be indicated by notice boards, 
and a special assistant, preferably the same person each day, should be assigned to each hatch or section. 

The entire staff of the canteen should assist to co])e with the pressure of work at mealtimes, and 
all other less pressing work should be deferred until later. The manager or manageress should take 



RESTAUKANT FACILITIES FOR SHIl>YARD WORKERS. 51 

no part in the actual service, but should supervise the work vigilantly with a view to its speedy and 
efficient performance. 

Special arrangements are necessary for the feeding of men and women of different sections on 
different hours and on night shifts, if business is to be carried on properly and continuously. (Feeding 
the Munition Worker, pp. 17 and 18. Loudon, 191G.) 

ORDER AND DISCIPLINE ESSENTIAL TO QUICK SERVICE. 

Given the necessaiy good construction arrangements, long counters, wide 
passageways, proper table and seat spacings, etc., the service will not be prompt 
and efficient unless order and discipline are observed. On this point the following 
statement by an experienced observer is apropos : 

The self-service cafeteria lunchroom is the only practical type for such plants as the shipyard, 
but it must be borne in mind that in the lunchroom, more than in any other part of the yard, order 
and discipline must be maintained if satisfactory conditions are to be obtained. (The Problem of 
Physical Efficiency in the Shipyards, by L. Erskine, p. 9.) 

UNDESIRABILITY OF SERVING LUNCHES IN WORKROOMS. 

It is generally conceded to be desirable for employees to eat their lunches or 
meals outside of or away from their workroom. Aside from the obvious fact that 
many v.-orkrooms are unsanitary as lunch places, because of dusts, gases, or other 
poisonous materials, it is important that the workers leave then* work places long 
enough to eat their lunch in a fresher, more attractive environment. This also in 
many cases affords an opportunity for a thorough ventilation of the workshop or 
workroom. 

For the relief of monotony, an important factor in connection with industrial canteeu.3, a change 
of surroundings during the meal and a short walk before partaking of it are desirable. On this account, 
and also on account of the importance of ventilating the workshop so that the air may be fresh when 
the workers return, the custom of eating meals within the workshop should be discontinued, and all 
food should be taken in a canteen, restaurant, in the open air, or at least away from the ordinary place 
of work. (A second Appendbc to Memorandum No. 3 (Industrial Canteens), Health of Munition Work- 
ers Committee. By Leonard E. Hill, M. B., F. R. S., a member of the committee, p. 5. London, 1916.) 

Most of the industrial codes require a pause of from 45 to 00 minutes during noon hour, but no pro- 
vision is made for a place within the factory where the employees may eat their midday lunch. The 
consequence of this omission in the factory laws is that workers eat their lunch at the machine tables, 
very often with soiled hands, and often soil the material ^vith which they work, leaving crumbs and parts 
of vegetables, fruit, and other organic matter around tables, chairs, and work places, where there is 
much dust or where poisonous materials are being worked with. The eating of lunch within the shop 
is injurious to health and may cause disease. Some industrial codes insist upon separate lunchrooms 
in certain dangerous trades. (The Modern Factory, by George M. Price, M. D., p. 281.) 

Even when the food itself is nourishing and readily digestible it happens, too frequently, that it 
has to be eaten under conditions which militate against its real value. A meal hastily swallowed with 
one eye on the clock in the brief interval between long journeys to and from the works can not be satis- 
factory any more than a meal taken amid dirt and dust in the close atmosphere of a workshop which 
has been occupied for some hours by a body of toiling men and women, or in an overcrowded coffee 
shop permeated with the odors of cooking. (Feeding the Munition Worker, p. 4. London, 1916.) 

Students of the effects of industrial fatigue have laid stress upon the dangers of long working 
hours without proper intervals for rest and food. The recommendation of the English health of muni- 
tion workers committee are emphatically in favor not only of an hour for the main meal period but 
also of short breaks of 10 or 15 minutes during long spells of work. Even on eight-hour shifts the 
minimum allowance for mealtime should in their opinion be half an hour. (Munition \\'orkers, Hewea 
& Walter, p. 42.) 



52 EESTAURANT FACILITIES FOR SHIPYARD WORKERS. 

IMPORTANCE OF ATTRACTIVE DINING AND MESS ROOMS. 

The success or failure of cafeterias or other plans of feeding arrangements is 
dependent upon several factors, and not the least of these is the general attractive- 
ness or otherwise of the dining and mess halls. Good light and ventilation, clean- 
liness, and neat appearance of furniture and other equipment will go far toward 
making the lunch facilities popular. 

Whatex'ur system of management is adopted, it should bo the aim to make the canteen as attractive 
as possilile to the workers, to make them feel that it is their canteen (not a charitable institution), a 
place where they can expect a good meal at a reasonable price under good conditions, and where they 
can leave the atmosphere of the works behind^hem. Irritating rules and regulations should be reduced 
to a minimum, and the workers' legitimate wants studied as far as possible. (Feeding the Munition 
Worker, p. 17. London, 1916.) 

In a large cordage mill in central New York, I found the restaurant or lunch room located in a 
corner of a semidark basement. The firm complained that the lunch room was not appreciated and 
not used by their employees, and were rather indignant at my remark that I did not blame the workers 
for refusing to use such a lunch room. (The Modern Factory, by George M. Price. M. D., p. 281.) 

COST OF FOOD. 

As ah-eady shown in several of the menus presented quite substantial, varied, 
and nutritious meals can be served on the cafeteria plan for from 20 to 35 cents. 

The prices generally charged for a table d'hote meal for factory workers vary from 15 to 25 cents, in 
the majority of cases the charge being 20 cents. In a few cases ofEce workers pay slightly more. The 
k la carte prices vary, of course, greatly. The usual prices of bread and butter are from 2 to 5 cents; 
sandwiches, soups, and vegetables, 3 to 5 cents; meats, 8 to 15 cents; fruits and deserts, 2 to 5 cents; 
tea, coffee, and milk. 2 to 5 ceuta; the usual price of a cu)) of coffee being 3 cents. It is possible, in 
most of the cafeterias, to get a good lunch for from 15 to 20 cents, and in some of them for even le.-^s. It 
must be borne in mind, however, that the prices charged for food as quoted in this article do not cover 
the general rise in foodstuffs in the last few months. They only serve to show that the average cost 
of a sufiiciently satisfactory m.eal was much below that of the average outside restaurant, and that it is 
probable, therefore, that whatever increase the employers may he obliged to make because of the 
present high prices of fuel and foodstuffs will be in the same proportion. ("Lunch Rooms for Employees," 
by Anice L. Whitney, Monthly Review, U. S. Bureau of Labor Statistics, December, 1917, p. 214.) 

FOOD COST LARGELY DEPENDENT UPON CAREFUL, SKILLFUL MANAGEMENT. 

The tariff can be kept low only by careful management. The food materials can be made to pay, 
but the incidental expenditure is relatively heavy. Workers are not accustomed to paying for food 
in canteens, and will not always purchase the most nutritious food. Tact, discretion, and an appro- 
priate menu of proper dishes are necessary. Constant supervision and the careful adaptations of means 
to ends are needed to prevent loss if good food is to be sold quickly at the low price the worker can 
afford to pay. (Health of Munition Workers Committee — Rejiort on Industrial Canteens, p. 0. Lon- 
dou, 1915.) 

It will be found that by skilled cafeteria catering which is pleasing the eye and tempting the 
appetite with low cost, dainty dishes, the general cost of feeding the staff can be reduced, and at the 
same time the general satisfaction of the staff with the catering will be greater because each one has 
chosen what he wants as far as the selection will permit. (The Modern Hospilal, Vol. Ill, p. 404, 1914.) 

METHODS OF PAYMENT FOR MEALS. 

The most up-to-date method of payment for food, cafeteria service, is for the 
diner to be given a check, indicatuig the value of the food on his filled tray, as he 
leaves the food counter and enters the dining room. On his exit from the dining 
room the patron must pass a cashier to whom payment is made of the amount 
punched or printed on the check. 



EESTAXJEANT FACILITIES FOB SHIPYAKD WORKERS. 53 

There are different methods of payment in use by the various companies. One company, whose 
charges are based on the amount of wages, uses tickets of three colors to indicate the three rates which 
are charged. In some cases metal checks are used, while in others books of tickets are sold either by the 
cashier or by foremen in the shops. In the majority of cases, however, the employees pay cash. 
("Lunch Rooms for Employees," by Aiiice L. Whitney, Monthly Review, U. S. Bureau of Labor Sta- 
tistics, December, 1917, p. 211.) 

The following quotation from the British report on industrial canteens may prove 
helpful: 

SYSTEM OF TAKING CASH. 

It will be clear that the taking of cash at the counter, the giving of change, etc., is altogether incom- 
patible with speedy service. It is essential that the system of taking cash should be so far as practicable 
proof against carelessness or fraud on the part of the canteen customers or servants, and should interfere 
as little as possible with the service. 

The responsibility for taking cash should always be definitely allocated, no one except the authorized 
person, or persons, being allowed to take cash. 

The best system is the " Ticket System, ' ' Under this system tickets of various values adapted to the 
trade are bought at the canteen or at a special office, and are then tendered at the serving counters for 
meals or for light refreshments to the value stated on the tickets. 

Too great stress can not be laid on the principle that in no case should meals be handed over the serving 
counters without a ticket being taken first. This should be made very clear to all canteen assistants, 
and it should be impressed upon them that the)' must only give food to the actual value of the ticket. 

It may be advisable in large canteens to employ an attendant whose sole duty at meal times i.s to see 
that no meals are served unless a ticket is given up. 

A point that must be insisted on is, that as soon as the tickets have been checked with the cash taken, 
they are immediately destroyed or defaced. 

If the number of meals to be served can be approximately gauged, it is a good plan to have the tickets 
dated for the day of issue. 

(Feeding the Munition Worker, p. 19. London, 1916.) 

SUMMARY OF THE ESSENTIAL FACTORS IN A SUCCESSFUL CAFETERIA. 

The success of the works restaurant depends upon whether or not certain 
essential reciuirements are met. 

These may be briefly summed up as follows: 

Convenient location. — The restaurant must be convenient to the workmen. 

Attractiveness. — It must be attractive, light, airy, well-spaced, and with plain 
but neat, clean, and attractive ec|uipment. 

Prowft service. — Service must be prompt. Slow service is certain to make 
the works restaurant a failure. 

Hours. — The restaurant should be open at all hours when there are night 
shifts. Cofi'ee, tea, cocoa, and milk should be obtainable at any time. 

Food. — The food served should be of first-class quality: Fresh, properly pre- 
pared and cooked, appetizing, and of good variety. 

Prices. — The price of the food to the workmen should be so low as merely to 
cover cost, or at most to provide only a small margin above cost. The price of any 
given meal or articles of food should be prominently displayed. This is essential 
for prompt and satisfactory service. 

Payment for food. — The method of payment for meals should be simple, prefer- 
ably by ticket or check with the meal and pajment of cash to cashier on exit. 
Tickets purchased in advance save the workmen from carrying much change in 
work clothes. 

Management. — First and last the success or failure of the works restaurant is 
dependent upon the manager. 



64 RESTAURANT FACILITIES FOR SHIPYARD WORKERS. 

LUNCH-ROOM ACCOUNTING. 

The purpose of any system of accounts is to give the management of the 
business such information regarding the results of past operations as will help 
them to handle the business to the best possible advantage in the future. Differ- 
ent people have different ways of looking at the same proposition, so it is the pur- 
pose of this section to show how a system of accounts may be worked out, rather 
than to lay down a hard and fast set of rules to be followed regardless of conditions 
that may prevail in special cases. 

We wiLl assume, to begin with, that facilities are already available for handling 
the pay rolls and for auditing and paying the bills. It will also be assumed that 
tlae accounts will be handled through agencies alieady established, so that our 
only concern will be to outline that section of the accounts which has to do with 
the investment in lunch-room equipment and with the results of lunch-room 
operation. We are going to try to tell the management what they want to know, 
so for the moment we V'iU put ourselves in their place and imagine wliat questions 
they are likely to ask. Then we can set up accounts which mUI give the answers 
to the questions. We will also number the accounts for ease in handling and 
reference. 

First of all the management will want to know how much money they have 
invested in the business and the form in which this investment stands. We can 
analyze this investment and will probably find that it consists of — 

1. Lunch-room building. 

2. Fiu-niture and fixtui'es. 

3. Mechanical equipment, such as dishwashers, potato peelers, etc. 

4. Kitchen utensils. 

5. Dishes and glassware. 

6. Cutlery and silverware. 

7. Linen. 

8. Lunch-room supplies (foodstuffs and other operating supplies). 

9. Lunch-room merchandise (materials carried in stock for sale, such as cigars and tobacco, 

candy, chewing gum, etc.). 
10. Cash. 

Some managers may want more details than we have provided here and some 
may be content with less. Some may be willing to limip the mechanical equipment 
with the furniture and fixtures, while others may want refrigerators segregated 
and carried in a separate account. The lunch room-supplies account may be split 
into several accounts to very good advantage. Instead of one account for lunch- 
room supplies there may be separate accounts for meats, vegetables, canned goods, 
operating supplies (soap, scourmg compounds, etc.), etc. The information afforded 
by these additional accounts would all be interesting; and, in the case of a large 
and properly run restaurant or system of restaurants it would be necessary; but 
when the lunch room is to be run as a side line, so to speak, too much detail should 
be avoided. We will proceed on the theory that the management is satisfied with 
the information afforded by the accounts that we have outlined and with the 
assurance tliat the methods of handling outlined hereafter will apply in the case 
of few accounts or many. 

It will not be sufficient to go to the itianagenient and tell them that during a 
certain month the lunch room showed a profit or a loss of a certain sum. Tliey 
will want to know why it lost money, or they will want to be told enough about 
it to assure themselves that it made as large a return as it could. Therefore, we will 
want to be prepared to give them some detailed information along the lines set 
forth in the following operating accounts: 



RESTAURANT FACILITIES FOR SHIPYARD WORKERS. 55 

11. Sales of meals. 

12. Miscellaneous sales (grease and other kitchen by-prochicts. refunds on bottles, bags, and 

other containers, etc). 

13. Merchandise sales. 

14. Cost of supplies used in preparing meals. 

15. Cost of merchandise sold. 

16. Supervising; labor (silaries or other compensition, including contract payments, of 

managers and assistants, clerks and cashiers). 

17. Labor (cooks, waiters dishwashers, janitors, etc.). 

18. Fuel. 

19. Ice. 

20. Miscellaneous operating expenses (telephone, stationery, laundry, etc.. and other mis- 

cellaneous operating expenses). 

21. Equipment renewals (payments for table linen dishes, etc., bought to replace broken 

or worn-out equipment, also purchases of new items of equipment which cjst so little, 
say, $5 or less, that they are not worth charging to the property accounts!, 

22. Rent (if the lunch room should happen to be in a rented building), 

23. Depreciation of buildings and equipment, 

24. Profit and loss. 

Now, we will assume that the lunch room has been running for a month. The 
pay rolls, cash book, and voucher registers are closed and we have made the proper 
postings from them to the accounts that we have set up. Promiptly on the close 
of business on the last day of the month we will take an inventory of the lunch- 
room supplies and the lunch -room merchandise that remain on hand. Having 
listed all the items comprised under each of these captions, and having determined 
the amount of each in stock, we price them at the latest price paid for each class of 
article and figure their value. In cases where the c^uantity of any article represents 
substantially more than the amount of the last purchase, and the price paid has 
fluctuated very widely, this price fluctuation should be recognized by pricing only 
the amount of the last purchase at the last purchase price, and the balance at the 
last previous purchase price. The totals of these values will give us the totals of 
otu- lunch-room supplies and lunch-room merchandise inventories as of that date. 
During the month, we have charged oiu- supplies and merchandise accounts with 
all purchases made, and the difference between the totals of these charges and the 
inventories remaining on hand must have been consumed or sold. Tlierefore, we 
calculate these differences and make a journal entry charging, for insiance, cost of 
merchandise sold and crediting lunch-room merchandise. This transfers the cost 
of the m.erchandise that has been sold to the debit of an operating account and 
reduces the balance of the lunch-room merchandise inventory to the value of stock 
actually on hand. We will do the same thing with the lunch-room supplies, charg- 
ing cost of supplies used in preparing meals, and we may handle our fuel in the 
same way, by opening an additional inventory accotmt, if the fuel is bought in 
considerable amounts and the quantity on hand at the end of the month varies to 
any extent from time to time. The way in which the entries run in one of these 
inventory accounts is shown in figure 1 . 

The purpose of the depreciation account is to charge up, as a part of the cost 
of doing business each month, a part of the slu-inkage in the value of the property 
investment (accounts Nos. 1, 2, and 3) due to wear and tear tlu-ough use. This 
property is bound to decrease in value as its age increases, even though it may be 
kept in first-rate working order tlirough the medium of regular repairs (which we 
will charge to accotmt No. 20). Finally, when it is absolutely worn out and worth- 
less we do not want it to stand on our books at the figure which we paid for it when 
new. Therefore, we will make a journal entry each month, charging depreciation 
and crediting the building, furniture, and fixtures and mechanical-equipment 
accounts with a fair sum to represent the monthly proportion of their ultimate 
slu-inkage in value. We will not take up any depreciation on the kitchen utensils, 
dishes, and glassware, cutlery, and silverware, or linen because these accounts 



56 RESTAXJEANT FACILITIES FOR SHIPYARD WORKERS. 

represent classes of property which either wear out in a comparatively short time 
or are likely to be broken or otherwise lost or destroyed before they can wear out. 
In tlieir case, therefore, we will assume that the initial working equipment will 
be kept up to standard through regular purchases of new articles, made from time 
to time, as needed, and charged to equipment renewals. 

At this stage we are prepared to take off a trial balance of our lunch-room 
accounts and see what they will tell us. First of all, we will take the balances of the 
investment accounts and use tliem as a basis for our montlily lunch-room investment 
statement, as outlined in figure 2. This statement is lined up in comparative form, 
so that the condition of affairs at the end of this naonth niay be readily compared 
with the condition at the end of the previous month, without the necessity of 
going back and referring to a previous statement. The figures in the colunms 
headed "Increase" and "Decrease" may be given either in percentages or dollars, 
or, possibly, in both ways; the idea being to show the management in the most 
effective way just what changes have taken ])lace in the property during the month. 

The " Analysis of Supplies and Merchandise Accounts," shown in the statement, 
is added for good measure, because this analysis will answer the question as to 
whether or not too heavy inventories are being carried. In other words, if the 
management sees that the supplies inventory has increased $1,000, or 2 per cent, or 
something like that, we want to be able to show them immediately, if we can, that 
the increase in inventory is made necessary by the much greater increase in amount 
of su)3plies used or sold during the month. 

The trial balance of the operating accounts will be the basis for the lunch-room 
operating statement, illustrated in hgure 3. Here it will be seen that we simply 
take off our trial balance for the current month, show the corresponding figures for 
the previous month, and, with the addition of a few subtotals and balances, make a 
complete analysis of the net profit or loss figure (shown at the foot of the state- 
ment.) We show the gross profit on meals and the gross profit on merchandise, 
also the total operating expense necessary to obtain this gross profit and the balance 
left from the gross profit after the operating expenses have been paid. In addition 
to the actual figures, we show what each of these figures works out to per meal, 
on a basis of the number of meals sold. This is an important thing to watch and 
is helpfid to the accountant in verifying the accuracy of his figures. For instance, 
if the lunch room is being run on a "flat basis of 50 cents per meal, and the average 
receipts from sales of meals worked to 45 cents or to 55 cents, we would know at 
once that there was something ^vrong in the figures. The gross profits per meal 
served should be watched month by month, as in fact should all the other unit 
cost figures shown in tliis column. Ai-rangements should be made to draw them off 
in a columnar book having a column for each month, so that they may be compared 
over longer periods than the two months the figures for which are shown on the 
regular statements. A constant study and comparison of these figures will do more 
to inclicato extravagance or fraud than any other one thing that can bo done in a 
short tune. The percentage figures, for which columns are also provided, are also 
important. The most convenient thing to do would be to show all percentages 
as percentages of various subtotals, as indicated in the column for the current 
month. These are roiigh and ready percentages and will not give "percentages of 
profit, " so-called, but they will enable one to keep an eye on the relationship of 
the various ^actors going "to make up the profit and loss, and, if carefully and 
regularly compared in the same way as the unit figures per meal sold, will do much 
to indicate which are the strong points and wliich the weak one in the lunch-room 
management. As a case in point, let us suppose that simultaneously with the em- 
ployment of a new cook, the miscellaneous sales drop a couple per cent below what 
they have been running, that will bo a suggestion to look aromid and see whether 



RESTAURANT FACILITIES FOR SHIPYARD WORKERS. 57 

the new cook is more economical than the old or whether he is failing to dispose of 
the kitchen refuse, etc., to the best advantage of the company. 

As a supplement to this statement, we give a few statistics relating to the 
volume of business handled and show, in addition to the total number of each 
meal handled, the highest number and the lowest number of meals served on any 
one day during the month and the daily average for the month. These figures 
deserve study, because they are important factors affecting the profit and loss. 
High operating costs i)er meal may not be altogether the fault of the man who is 
running the lunch room, if conditions are such that he never Ivnows how many 
people he will have to take care of. If he expects a thousand people for breakfast, 
he must have sufficient food and sufficient waiters, and other help, to take care of 
a thousand people. If only 500 show up, a large part of this preparation is wasted 
and the average cost per meal is bound to rise. The number of customers in excess 
of those expected is almost as bad, from a profit-and-loss point of view, because 
the hurry and confusion and general dissatisfaction resulting from the attempt to 
take care of more people than have been provided for wiU have almost as bad an 
effect on the operation of the lunch room as it will have on the efficiency of the 
industry whicli the lunch room serves. 

There have been numerous cases where company lunch rooms have been changed 
from losing to profitable enterprises, and at the same time have given better service, 
by means of a little readjustment of the Imich hours in various departments, and 
the writer has one case in mind where lunch-room operations were made profitable, 
instead of unprofitable, by a slight lowering of the prices and increase in tne quahty 
of the food served, which resulted in giving the lunch room a large volume of 
regular business. 

A lunch room is like a railroad, in that the average good citizen is not particu- 
larly ashamed to beat it if he can. Even if this were not the case, the fact still 
remains that every system of accounts must be laid out on the theory that somebody 
is going to be dishonest, if onl}^ to free people from temptation, who might other- 
wise be tempted to be dishonest. Tliere arc plenty of thmgs aromid a lunch room 
that can be easily stolen and used, without very much chance of detection, for the 
immediate benefit of the thief; so we must watch those things and make it hard to 
steal them so that nobody will be tempted to steal. We all know that in a maciiine 
shop, for mstance, nobody wiU attempt to make away with a special cutting tool, 
which may have cost several huncfi-ed dollars, or a special fixture which may have 
cost a couple of thousand doUars; but the hand tools, micrometers and gauges and 
the small brass pieces and turnings, have to be watched, because they can be used 
or quickly turned into cash by the man who takes them away. Practically every- 
thing in a lunch room can bo used by whoever can get away mih it, and the order 
of their relative attractiveness, so to speak, depends practically on this point. We 
can classify them in the same way that we have classified om- Imich room investment 
accounts, as follows: 

Cash. 

Lunch-room merchandise. 

Limch-room supplies. 

Linen, cutlery, silverware, dishes, glassware, utensils. 

The essentials of the plan for protecting cash are, first, that no food ormerchandise 
can be issued ■without a record being made of it; and, second, to make sure that this 
record gets into the accounts. The fii-st of these requirements is served by any of 
the standard systems of meal tickets, coupons, and checks, pi'ovided the checks are 
so laid out that only one need be issued to each customer, even though he may add 
to his order several tunes during a single meal. None of these systems is better 
than the man M'ho operates it, however; so our prmcipal assurance that whatevei- 
system is adopted is bebig properly used must come from a constant and careful 



58 RESTAURANT FACILITIES FOR SHIPYARD WORKERS. 

comparison of the analyses of the busmess, as outlined in figui'e 3, supplemented 
by frequent personal inspection by reliable people outside the lunch-room organi- 
zation. The lunch-room organization itself should be so laid out that cashiers and 
food checkers, if there are any, shall report to some one other than the manager of the 
lunoh room, and these people should be shifted around from time to time, or even 
assigned for a month or so to other duties, in order to break up any plans that may 
have been formed to beat the company. Whenever checks are used they should 
be numbered serially and a careful record kept of checks on hand, issued, and 
returned. In other words, each check must be accounted for from the time it is" 
received from the printer until the tune it is paid and canceled. A daily report, 
along the lines in figure 4, should be made to the bookkeeper and summarized by 
him. He shoidd also verify the check numbers and the cash-register readings, 
and a thorough investigation should always be made of any missing chocks. 

Occasionally a customer wiU be able to get out of the lunch room with an 
unpaid check in his pocket, but each of these cases should be investigated 
right back to the waiter who issued the check, if only to convince the lunch-room 
staff that they are being watched closely and in detail. These reports should 
be summarized during the month, both as a basis for statistical figures regarding 
meals served and as a basis for an entry charging the cashier with the amount of 
cash reported under "Total sales," which charge, in turn, will be offset by a credit to 
him for the cash that he turns in, leaving him charged with any cash that he may 
have retained for making change. He should be checked up frequently and at 
irregular intervals, to make sure that the cash on hand, in the cash drawer, is in 
agreement with the cash charged to him. 

No lunch-room purchases should be paid for by the lunch-room cashier, where 
a lunch room is being run as an annex to an industrial plant. There is no necessity 
for doing it and the moral effect alone, of paying creditors, whether large or small, 
by the company's check, is highly beneficial. If the lunch-room manager is author- 
ized to make small purchases, he should be given a supply of special voucher forms 
or cash orders to be honored by the company's cashier. The advantage of this is 
that, if there should be any reason for suspecting the integrity of the people making 
these small purchases for the lunch room, a carefid and immediate examination 
should be made to see if the merchandise called for by the orders or vouchers is on 
hand or can be accounted for. In the same way and for the same general reason, 
no miscellaneous sales should be collected by the lunch-room cashier. Thesd 
should be regularly invoiced agamst the purchaser, on the company's forms, and 
collection made through the company's regular established collection agencies. 

A sufficient number of cash registers should be a part of the equipment of every 
lunch room. The key to these registers should be kept by some competent person 
outside the lunch-room organization, so that no access may be had to the tapes or 
dials by any person who handles lunch-room cash. 

The cigars, cigarettes, chewing gum and candy that are generally sold in con- 
nection with lunch-room operations, are frequently tempting objects to people who 
would not ordinarily think of stealing anything. AU merchandise of this kind 
should, first of all, be inclosed in glass cases or behind screens, so that it can always 
be plainly visible, although it can only be reached by the man behind the counter. 
Since all this merchandise has a fixed selling value, a memorandum record shoidd 
be kept, at selling values, of merchandise delivered for sale. In other words, the 
clerk should feel that he is charged, not with so many 5-cent cigars at 41 cents, 
but with a certain number of 5-cent cigars at 5 cents each. This memorandum 
record should be credited with the sales, and when the monthly inventory is taken, 
it should be priced at selling values as well as at cost, and the total selling value 
of the inventory reconciled with the balance shown on the memorandum record, 



BESTAUEANT FACILITIES FOK SHIPYAKD WOEKERS. 



59 



The problem of keeping an accurate account of lunch-room supplies is perhaps 
the most complicated one, because here unreasonably large consumption may be 
due to waste and extravagance as well as to theft, and the waste may not always 
be controllable by the manager. For this reason the relationship between the sales 
of meals and cost of supplies used should be watched very carefully, as should also 
the cost per meal of supplies used. If these figures retain a proper relationship to 
each other, both currently and from month to month, and personal observation 
shows that there is no excessive waste, it may be assumed that things are going as 
well as could be expected. vSpecial supervision needs to be given to the prices for 
foodstuffs, in order to make sure that they do not contain any rebates or commis- 
sions, and all packages carried or sent out of the lunch room should be watched in 
order to be sure that things are not being carried away. 

The linen and other equipment should be charged to some person who will be 
responsible for reporting all losses from wear, breakage, theft, or any other cause. 
These items should be correctly recorded. The accuracj' of his reports should be 
tested by occasional physical inventories, which should correspond closely with the 
inventory account. Any radical discrepancies between the actual and book figures 
should be brought forcibly to the attention of the lunch-room staff, as they are 
indications that either the customers are getting away with the equipment or that 
the staff are not as careful as they should oe. 



LUNCHROOM MERCHANDISE ACCOUNT. 



1918. 




Dr. 


Cr. 


May 1-31 
31 




$100. 00 






S40. 00 


31 






60.00 












100. 00 


100. 00 




60.00 
50.00 




1-30 






30 




60.00 


30 






50. 00 












110. 00 


110.00 


July 1 


50.00 









60 RESTAURANT FACILITIES FOR SHIPYARD WORKERS. 

Figure 2. 
lunchroom investment as of april 30, 1918. 



Current I Last, 
month. montli. 



Increase. \ Decrease. 



Building 

Furniture and fixtures.. 
Mechanical equipment. 

Kitchen utensils 

Dishes and glassware. . . 
Cutlery and siherware. 

Linen 

Supplies 

Merchandise 

Cash 



Total. 



AN.'ILYSIS OP SUPPLIES AND MERCHANDISE ACCOUNTS. 



Supplies. 



On hand, Ist of month . . . 
Purchases during month. 



Mer- 
chandise. 



Total to be accounted for. 

Inventory, end of month 

Balance, used or sold. 



RESTAUEANT FACILITIES FOR SHIPYARD WORKERS. 

Figure 3. 
lunch room operating statement. 

Month of , 19... 



61 





Current month. 


Last month. 




! 

A^"""t- cent. 

i 


Per 

meal 
sold. 


Amount. 


c^^t ' --' 

'^'"It- ; sold. 






95 






1 






5 


1 


















Total 




100 

85 






































15 


























100 
75 
















! 




Balance — Gross profit on merchandise. 











25 




1 






1 






12 

48 




1 










1 




Fuel 




10 

5 
10 
10 




i 








































1 












1 








100 














1 


















1 




t 





62 



RESTAURANT FACILITIES FOR SHIPYARD WORKERS. 

BUSINESS HANDLED. 





Current month. 


Last month. 




Total. 


High. Low. 


Average. 


Total. 


High. 


Low. 


Average. 






















1 








j 


















Night shifts 




1 








■ 








1 




























Meals served to lunch-room 




































1 
















i 













Figure 4. 
daily report ok i,unch-room receipts. 









(Date) 




, 19... 




Checks issued. 


Register readings. 


Missing 
checks. 


Tours. 


Opening Closing Number 
numbers, numbers, issued. 


Opening. ; Closmg. i ^^'J*^ 


















1 
1 




Night shift - ' - - - 


' 






I 


Total 


1 








^ 








! 


1 1 




Grand total 


j 












i 




i 







Cashier. 



RESTAURANT FACILITIES FOR SHIPYARD WORKERS. 63 

BIBLIOGRAPHY. 

Memorandum of the British Health of Munition Workers Committee: 

Industrial Canteens (Memorandum No. 3), November, 1915, 7 pages 

(Cd. S133). Price, 1 pence. 
Canteen Construction and Equipment (Memorandum No. 6) (Appendix 
to No. 3) January, 1916, 7 pages and plates (Cd. 8199). Price, 4 pence. 
Investigations of Workers' Food and Suggestions as to Dietary (Memoran- 
dum No. 11) (Report by Leonard E. Hill, F. E. S.), August, 1916-^11 
pages (Cd. 8370). Price, 1^ pence. 
The above memoranda have been reprinted bj^ the Bureau of Labor Statistics, 
United States Department of Labor, in Bulletin 222, April, 1917, entitled "Welfare 
Work in British Munition Factories." This reprint can beirarchased from the 
Superintendent of Documents, Government Printing Office, Washington, D. C, at 
10 cents per copy. 

Health of the Munition Worker, A Handbook prepared by the Health of Munition 
Workers Committee, London, 1917. Price, 1 shilling 6 pence, net. 

Feechng the Munition Worker. Prepared by the Canteen Committee of the Centi'al 
Control Board (Liquor Traffic). Price, 6 pence. All of the British publications 
here mentioned may be purchased from T. Fisher Unw^in (Ltd.), London, W. C. 2, 
or from P. S. King & Son, London. 

Munition Workers in England and France, a summary of reports issued by the 
British Ministry of Munitions, by Henriette R. Walter, published by Division of 
Industrial Studies, Russel Sage Foundation, 130 East Twenty-second Street, Newv 
York City, April, 1917. Price, 20 cents. 

Bulletin of the National Association of Corporation Schools, December, 1917, 130 
East Fifteenth Street, New York City. Price, 25 cents. This publication contains 
several interesting descriptions of American company restaurants, stressing their 
value. 

Lunch Rooms for Employees, by Anice L. Whitney, Monthly Review United Statesx 
Bureau of Labor Statistics, December, 1917, pages 207-215. 

The Preparation of Foods for Factory Employees, published by the General Electric 
Co. of Cleveland, Oliio. 

Fifteen Food Charts, prepared by C. F. Langworthy, Chief, Office of Home Eco- 
nomics, States Relations Service, United States Department of Agriculture, 
Washington, D. C. Price, SI. 

The Problem of Physical Efficiency in the Shipyards, by L. Erskine, Washington, 
D. C, 1918. (This publication was prepared for the Emergency Fleet Corporation 
and can be had free on application to the Industrial Service Section of that 
corporation.) 



LIBRARY OF CONGRESS 

iiiii'iiini! 




